ABSTRACT
The very first study of procedural justice showed that disputants in a laboratory conflict resolution process trusted the judge more when fair procedures were used – specifically, when the procedure allowed the disputants themselves more control over the presentation of evidence. The idea that perceptions of fair process generally enhance ratings of trust in authorities and improve acceptance of decisions is now well-accepted in social, organizational and political psychology, as well as in organizational behaviour and law and society studies. The 'direct effect' enhancement of trust by perceptions of fair treatment, as evidenced by ubiquitous positive correlations between fairness and trust and explained by Group Value Theory and the Relational Model of Authority, has continued to be supported by research in organizational, political and social contexts. Fairness Heuristic Theory points out that people need some way to know very early in social and organizational relationships whether it is safe to act as though authorities are trustworthy.
