Assessment and Prevention of Sexual Harassment of Employees: An Applied Guide to Creating Healthy Organizations

Abstract

Sexual harassment occurs in organizations around the world, with costly consequences for employees and employers. In this article, we present a case for the primary prevention of sexual harassment, a dysfunctional, counterproductive behavior. We propose that primary prevention can positively influence organizational characteristics and the organizational harassment culture through preventive organizational actions (POAs), helping to build healthy organizations. Rather than being reactive, and instituted after the fact, primary prevention is a proactive approach that addresses root causes of sexual harassment, preventing its development. This approach is researchbased and grounded in the well-established traditions of public health and preventive medicine that are applied to prevention of chronic health problems, such as cardiovascular disease. Management commitment, zero tolerance, applicant and new hire awareness, and regular assessments and training are important aspects of the proactive preventive management of sexual harassment.

Parsing Work Environments Along the Dimensions of Sexual and Non-Sexual Harassment: Drawing Lines in Office Sand

“…Effective policies are those that clearly demarcate acceptable from non acceptable work behaviors; include provisions for monitoring the work environment; foster respect among co-workers, and provide specific remedies for employees who feel they are victims of harassment (see e.g., Bell et al, 2002;Cortina & Wasti, 2005;Oppenheimer, 2004). It is also important that the policy be clearly communicated to employees, and that management act in a timely and fair manner whenever complaints are filed.…”

“…The key is preventive acts by management to insure the line between non-hostile and hostile work environment is not crossed. Bell, Quick and Cycyota (2002), for example, recommend the following acts as part of a "preventive management" strategy:…”

“…In addition to limiting company liability, Bell et al (2002) argue that preventative actions also positively influence the organization's overall culture and climate.…”

“…Also, because the behaviors are currently "welcome," it is unlikely the "victim" will complain about them until and unless they cross the line. As such, reactive managers (see e.g., Bell et al, 2002) who fail to monitor these environments for change will not know there is a problem until the change into a harassing environment has occurred. By then it may be too late to act.…”

“…Interventions could take the form of adopting zero tolerance harassment policies, together with training and/or disciplining proven harassers (or any of the proactive acts outlined by Bell et al, 2002). Underscoring the importance of employee training in these environments is an article by Reese and Lindenberg (2003).…”