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). This is especially true since American men and women tend to hold dramatically different views concerning what types of behaviors equate to sexual harassment, making the management of this issue even more challenging (Elkins et al.). There remains a lack of research, though, concerning what types of actions are most effective in reducing the number of sexual harassment claims in the workplace, as well as how employees actually feel about organizations that take actions against sexual harassers.
In this environment, it is not surprising that the number of sexual harassment claims continues to grow and that the awards being assigned to victims of sexual harassment continue to increase. There is simply no room in the American workplace for behaviors that discriminate against individuals based on gender or race or religion, of course, but the fact that there are some important biological differences involved in sexual harassment cases indicates that this type of discrimination is one of the more difficult types to manage. Men and women are going to continue to have to work together, though, and it is important for managers at...
In fact, when such sexually harassing behaviors are allowed to continue, a costly lawsuit may be the only option available to a victim without this organizational support. In the final analysis, while there may be some gray areas involved in what types of behaviors can be reasonably termed sexual harassment, there is a lot of room for some common sense in managing this aspect of diversity in the workplace. Since employees tend to view organizations that take steps to prevent this type of behavior in the workplace more favorably, and because sexual harassment has been shown to negatively affect a company's profitability, it is in everyone's best interest to better manage this diversity issue now rather than allow it to become a problem in the future.
References
Elkins, T.J., Phillips, J.S. & Ward, S.G. (2008). Organizational sexual harassment investigations: Observers' perceptions of fairness. Journal of Managerial Issues, 20(1),
Sexual Harassment Workplace Sexual Harassment: A Legal and Psychological Overview Workplace Sexual Harassment, as delineated in the text by Anne C. Levy, & Michele A. Paludi (2001) is a complex issue, marrying human psychology and human sexual and cultural assumptions with the daily demands of the business environment, an environment that can be stressful for everyone where personal relations are concerned. This is why Part I of the text explains not only
Sexual harassment can be legally defined as "verbal or physical behavior of a sexual nature, aimed at a particular person or group of people, especially in the workplace or in academic or other institutional settings, that is actionable, as in tort or under equal-opportunity statutes" ("sexual harassment," 2012). If a person in authority such as a boss, mentor, or official is found pressurizing a person holding an inferior position with
Sexual harassment is not something that has a sole effect on the accuser and the victim. This type of behavior has an influence on everything around them. Sexual harassment policies are put in practice to make sure there is a safe environment and lessen employer liability. There are approaches that can be performed in order to display the commitment that is from people in high places. With that said, this
Sexual Harassment It is important to note that apart from serving as a centre for economic gains, the workplace also serves as a second home as well as a critical social network. Just like any other social network, the workplace also tends to have a distinctive culture which in some cases could be a field of gender-biased traditional beliefs. It is these gender-biased traditional beliefs that at times expose individuals (typically
3) Implement formal and informal problem solving mechanisms, grievance procedures, investigative measures, and disciplinary procedures to resolve sexual harassment complaints. 4) at least once a year, conduct training sessions for employees. These sessions should teach employees what sexual harassment is, explain that employees have a right to a workplace free of sexual harassment and review your complaint procedure and encourage employees to use it. 5) at least once a year, conduct training
At all times, a compliant organization will provide the following to all/each staff/employee: A non-hostile work environment An anonymous and secure system for staff to report sexual harassment/ethical concerns Quick and responsive, unbiased, comprehensive & objective investigation into all claims A safe and courteous atmosphere for our patient population and for our staff An environment void of preferential treatment or discrimination based on gender An environment void of preferential treatment Interim & annual training sessions conducted