Abstract： Previous studies have focused on the relationship between organizational fairness and organizational outcome variables, and most of which indicated that organizational justice has large effects on many important employee attitudes and behaviors, but less study has to explore the stability of fairness. According to fairness heuristic theory, fairness judgment can divide into two phases: judgmental phase and use phase. In judgmental phase, people collect the fair or unfair information of leader quickly so that arrive at general justice judgment, and in use phase, use this judgment to guide their decision and behaviors. However, in reality, people often re-examine their fairness judgment is reasonable or not, then return to the judgment stage once again. Lind think that there are two candidates: signs on the relationship in question are changing, or fairness –relevant events or information that fall far outside what would be expected from the existing general fairness judgment, would push the perceiver from use mode back into judgmental mode. According to fairness heuristic theory, the experience inconsistent with fair information will lead to a new heuristic, which would affect perceiver’s perception and judgment. Thus, the shift from fair treatment to unfair treatment should cause negative reaction, and vice versa. This study use trust in the experimenter, intentions of engaging in organizational citizenship behavior as the dependent variable to examine the effect of the changes of fair mode on perceptual judgments of people. In the initial fairness condition, participants are treated fairly in the first trials and unfairly in the second trials. In the initial unfairness condition, participants are treated unfairly in the first trials and fairly in the second trials. Finally, participants in the fair control condition are treated fairly throughout the study, while participants in the unfair control condition are treated unfairly in all trials. The results showed that 1) fair treatment improve the positive reaction, unfair treatment lead to the negative reaction; 2) The shift from fair procedure to unfair procedure leads to significant decrease of trust in the experimenter and intentions of engaging in OCB in the initial fair condition, but the shift from unfair procedure to fair procedure does not lead to significant increase of trust in the experimenter and OCB in the initial unfair condition. So we can conclude that fairness judgment can be changed under some conditions. The findings are beneficial to understand the importance of early fairness, and have important practice meaning to manager.