We propose a model to uncover mechanisms that influence job insecurity linked to organizational communication, citizenship status, and procedural justice in the Brexit context. As Brexit creates an environment of uncertainty about the future, perceptions of job insecurity are likely to be heightened; and we propose that organizational processes linked to Brexit related communication and procedural justice play a key role in determining employee reactions to this context. For the purposes of this study, we define organizational (Brexit) communication as "open and supportive intra-organizational communication to employees which is linked to the Brexit environment and context". We consider organizational communication to be an important factor that will determine how employees respond to the uncertainties around Brexit. Key to our argument is the interaction between organizational 3 communication and procedural justice in determining feelings of job (in)security in the Brexit context.In line with Folger and Cropanzano (1998), we define procedural justice as perceptions of fairness of the mechanisms and process of decision making in organizations. As a large body of research shows, employee responses to contexts and organizational activities can be determined by the degree to which their organization is considered to act in a procedurally just manner (e.g., Colquit, Conlon, Wesson, Porter, and Ng, 2001); as fairness heuristic theorists argue such perceptions are of heightened importance in times of uncertainty and change (Lind and van den Bos, 2002). In the current study we suggest that employee perceptions of communication in the context of procedural justice perceptions will interact in determining how employees respond to the potential threat of the Brexit related uncertainty. That is, we test the novel proposition that the effects of organizational communication on job insecurity, will vary depending on the extent to which employees perceive their organization to be procedurally fair. Organizational communication and job insecurityOrganizational communication is a key organizational strategy likely to mitigate uncertain contexts that employees are faced with. For example, Schweiger and Denisi (1991) showed how important communication is at helping to reduce employee uncertainty and negative work outcomes in a merger context. Similarly, Bordia, Hunt, Paulsen, Tourish, and DiFonzo (2004) showed links between organizational communication, uncertainty, and employees' sense of control in a context of downsizing and job threat. A key reason why uncertain environments can lead to insecurity is that these environments induce employees to feel less control over their environment (Vander Elst, De Cuyper, Baillien, and De Witte, 2010). Situations of uncertainty can foster vagueness about the future, which can threaten feelings of self-control (Vander Elst et al., 2010). Organizational communication can mitigate this and help to give a greater sense of control by reducing an element of the vagueness associated with higher...

O bullying escolar raramente tem sido analisado através do ponto de vista da sociedade em geral. No entanto, nas situações em que o agressor atrai a atenção mediática, verificam-se reações coletivas muito severas. Neste trabalho, analisámos os processos subjacentes à ação coletiva não-normativa que muitas vezes emerge perante situações de bullying. Após um vídeo amador que mostrava uma destas situações se ter tornado viral em Portugal, pedimos a 350 participantes que preenchessem um questionário sobre o tema. Os resultados mostraram que a atribuição de responsabilidade ao agressor predizia a concordância com medidas de justiça popular, e que isto era mediado por emoções de raiva, e moderado pela perceção de ineficácia dos mecanismos de controlo social. Mais especificamente, quanto maior a responsabilidade atribuída ao agressor, maior a raiva sentida, o que levava a um maior grau de concordância com medidas de justiça popular. Para além disso, este efeito era maior para os participantes que acreditavam que os mecanismos formais de controlo social eram ineficazes. Os resultados foram discutidos à luz da sua contribuição para o combate ao bullying, e da literatura sobre desvio, controlo social, e ação coletiva.

In an era in which Europe is experiencing a new wave of emigration as a result of the economic crisis, it seems socially relevant to study the processes that underlie emigrants’ adjustment to their new place of living. Research has thoroughly supported the assumption that believing in a just world is an adaptive mechanism that helps people to deal with uncertainty and harsh realities in life. We propose that the endorsement of such beliefs might also contribute to a positive identification with the host country. Using a sample of Portuguese emigrants (N = 144), we demonstrate in a cross-sectional design that belief in a just world predicts a positive identification with the host country. In addition, positive levels of identification with the host country predicted higher levels of satisfaction with emigrant life. Theoretical and applied implications are discussed.

This study examines the role that citizenship plays in moderating the relationship between job-skill level, work-related depression, engagement, and turnover-intentions for UK based employees across 6 months in the year following the Brexit referendum. In two waves of data collection, citizenship moderated the relationship between job-skill level and depressive states; among EU citizens, those in low skilled jobs experienced greater depressive states than employees in high skilled jobs, this difference was not found among UK citizens. Furthermore, depressive states were subsequently related with low work engagement and high turnover intentions and citizenship moderated the indirect-effect of job skill on engagement and turnover intentions via depressive states. This study shows that during the turbulent times following the Brexit referendum, EU citizens in the UK with low-skilled jobs were most affected by depressive states,

There are many instances in which leaders' dishonesty, unfairness, corruption, or immorality are at the centre of the public agenda (Hoyt et al., 2013;Kellerman, 2004). Even though such behavior is regarded as unambiguously "bad" (Abrams et al., 2013), followers do not always perceive these leaders that clearly transgress important norms as undesirable or harmful to the group. For instance, research has shown that these leaders have more leeway to deviate from norms when they have accumulated idiosyncratic credits