an article by Narelle Duncan and Melanie J. Zimmer-Gembeck (Griffith University, School of Applied Psychology, Australia) and Wyndol Furman (University of Denver, USA) published in Journal of Adolescence Volume 75 (August 2019)
Abstract
Introduction
We examined sexual harassment, alongside other forms of peer victimization, as correlates of self-worth, depression, and anxiety (emotional adjustment). In addition, we investigated joint moderating effects of gender and age in the relationship between sexual harassment and emotional adjustment.
Methods
Participants were 277 high school and 492 university students (12–24 years, 60% female) residing in Australia. All completed a survey to report sexual harassment experiences, as well as in-person and online/social media appearance-related peer victimization, global self-worth, and social anxiety and depressive symptoms.
Results
Age was positively associated with sexual harassment, as well as with general and social media victimization; males and females did not differ. Participants who reported more sexual harassment reported poorer adjustment, but only the association with depressive symptoms remained significant after controlling for other forms of peer victimization. When gender and age were tested as moderators, the positive association between sexual harassment and depression was significant for all groups but younger males and there was a positive association between harassment and anxiety among only younger females and older males.
Conclusion
Sexual harassment was commonly reported, but rather weakly and intermittently associated with emotional health, after controlling for appearance-related peer victimization. Future research should examine when and why youth seem fairly resilient to negative emotional effects that could follow sexual harassment. It is possible that messages about the cause of sexual harassment are being heard and this aids youth to avoid self-blame and emotional maladjustment.
Showing posts with label sexual_harassment. Show all posts
Showing posts with label sexual_harassment. Show all posts
Thursday, 29 August 2019
Thursday, 22 March 2018
Passive leadership and sexual harassment: Roles of observed hostility and workplace gender ratio
an article by Junghyun Lee (University of Michigan-Dearborn, USA) published in Personnel Review Volume 47 Issue 3 (2018)
Abstract
Purpose
The purpose of this paper is to examine whether observed hostility mediates the link between passive leadership and sexual harassment. The study also investigates how workplace gender ratio might moderate this mediated relationship.
Design/methodology/approach
This study used online survey data by recruiting full-time working employees in various US organisations and industries.
Findings
Results suggest that when working under a passive leader, both men and women are more likely to experience sexual harassment. Furthermore, the positive association between hostility and sexual harassment is stronger for female employees who work in a male-dominated organisation (low gender ratio). However, the moderating effects of workplace gender ratio were not significant for male employees.
Practical implications
Organisations seeking to reduce or prevent sexual harassment should monitor and screen out managers who display passive leadership behaviour and create a work environment where collegial and civil interactions are encouraged and valued.
Originality/value
This research advances our knowledge regarding the organisational factors of sexual harassment by examining passive leadership, hostile work context, and workplace gender ratio. Theoretically, the study contributes to the sexual harassment literature by incorporating evidence on passive leadership from a broader field of workplace aggression into sexual harassment research. Practically, the study offers important implications for organisations that seek to minimise sexual harassment.
Abstract
Purpose
The purpose of this paper is to examine whether observed hostility mediates the link between passive leadership and sexual harassment. The study also investigates how workplace gender ratio might moderate this mediated relationship.
Design/methodology/approach
This study used online survey data by recruiting full-time working employees in various US organisations and industries.
Findings
Results suggest that when working under a passive leader, both men and women are more likely to experience sexual harassment. Furthermore, the positive association between hostility and sexual harassment is stronger for female employees who work in a male-dominated organisation (low gender ratio). However, the moderating effects of workplace gender ratio were not significant for male employees.
Practical implications
Organisations seeking to reduce or prevent sexual harassment should monitor and screen out managers who display passive leadership behaviour and create a work environment where collegial and civil interactions are encouraged and valued.
Originality/value
This research advances our knowledge regarding the organisational factors of sexual harassment by examining passive leadership, hostile work context, and workplace gender ratio. Theoretically, the study contributes to the sexual harassment literature by incorporating evidence on passive leadership from a broader field of workplace aggression into sexual harassment research. Practically, the study offers important implications for organisations that seek to minimise sexual harassment.
Tuesday, 2 January 2018
Acas publishes new advice on sexual harassment at work
There have been a lot of news stories involving high profile cases of abuse over the past few weeks which has drawn attention to sexual harassment in a variety of settings.
In response, workplace experts, Acas, have published new advice for employers and employees today [19 November 2017] that outlines what kind of workplace behaviours could be considered sexual harassment and how to report it.
Acas Chair, Sir Brendan Barber, said:
“The news has reported on victims coming forward that have alleged appalling abuse by very high profile figures. Their bravery has helped to ensure that unacceptable behaviours at work are now in the spotlight.
“Many employers and employees in the UK may not be aware that all workers are legally protected from sexual harassment in the workplace.
“Our new free advice aims to help people identify sexual harassment at work with tips on how to handle and report it. Organisations should take any complaint of this nature very seriously.”
Acas’ new advice includes examples of how sexual harassment can happen at work such as:
If a worker experiences harassment from someone in a position of power or influence then they should check if there are workplace policies to address the issue internally before dealing with the problem externally. For example a complaint of harassment against a head teacher could be handled by school governors.
Many organisations may suggest that a complaint of sexual harassment can be made to a supervisor or manager but there might be others too, such as a:
To see Acas’ full advice, please visit Sexual harassment.
In response, workplace experts, Acas, have published new advice for employers and employees today [19 November 2017] that outlines what kind of workplace behaviours could be considered sexual harassment and how to report it.
Acas Chair, Sir Brendan Barber, said:
“The news has reported on victims coming forward that have alleged appalling abuse by very high profile figures. Their bravery has helped to ensure that unacceptable behaviours at work are now in the spotlight.
“Many employers and employees in the UK may not be aware that all workers are legally protected from sexual harassment in the workplace.
“Our new free advice aims to help people identify sexual harassment at work with tips on how to handle and report it. Organisations should take any complaint of this nature very seriously.”
Acas’ new advice includes examples of how sexual harassment can happen at work such as:
- written or verbal comments of a sexual nature such as remarks about a colleague's appearance, questions about their sex life or offensive jokes
- displaying pornographic or explicit images
- sending or forwarding on emails that contains content of a sexual nature
- unwanted physical contact and touching
- sexual assault.
If a worker experiences harassment from someone in a position of power or influence then they should check if there are workplace policies to address the issue internally before dealing with the problem externally. For example a complaint of harassment against a head teacher could be handled by school governors.
Many organisations may suggest that a complaint of sexual harassment can be made to a supervisor or manager but there might be others too, such as a:
- member of Human Resources or Personnel with specialist training
- named 'fair treatment contact'
- local trade union representative.
To see Acas’ full advice, please visit Sexual harassment.
Friday, 20 October 2017
The Economic and Career Effects of Sexual Harassment on Working Women
an article by Heather McLaughlin (Oklahoma State University, USA), Christopher Uggen (University of Minnesota, USA) and Amy Blackstone (University of Maine, USA)
published in Gender & Society Volume 31 Issue 3 (2017)
Abstract
Many working women will experience sexual harassment at some point in their careers. While some report this harassment, many leave their jobs to escape the harassing environment.
This mixed-methods study examines whether sexual harassment and subsequent career disruption affect women’s careers. Using in-depth interviews and longitudinal survey data from the Youth Development Study, we examine the effect of sexual harassment for women in the early career.
We find that sexual harassment increases financial stress, largely by precipitating job change, and can significantly alter women’s career attainment.
Abstract
Many working women will experience sexual harassment at some point in their careers. While some report this harassment, many leave their jobs to escape the harassing environment.
This mixed-methods study examines whether sexual harassment and subsequent career disruption affect women’s careers. Using in-depth interviews and longitudinal survey data from the Youth Development Study, we examine the effect of sexual harassment for women in the early career.
We find that sexual harassment increases financial stress, largely by precipitating job change, and can significantly alter women’s career attainment.
Wednesday, 27 May 2015
Work, Bodies and Boundaries: Talking Sexual Harassment in the New Economy
an article by Laura K. Brunner and Maryanne Dever (Women’s Studies Department, University of Maryland) published in Gender, Work & Organization Volume 21 Issue 5 (September 2014)
Abstract
This article examines sexual harassment in the context of the new economy and highlights the manner in which the changing nature of work – and in particular the acknowledged rise of sexualized ‘body work’ – troubles conventional understandings of what constitutes sexual harassment in the workplace and the means to address it.
Using data from a small-scale qualitative study of service workers and professional employees, we explore the ways in which those definitions of sexual harassment now fail to match participants’ accounts of their working lives. We examine sexual harassment in the context of the rise of service roles that require forms of increasingly sexualized ‘body work’ from employees, increased demands for workers to ‘self-manage’, and new flexible modes of employment that blur the boundaries between being ‘on’ and ‘off’ the job.
We conclude that these ‘new’ modes of work may provide the conditions for the revival of ‘old’ stories which limit the capacity of individuals to recognize and label behaviours as ‘sexual harassment’.
Abstract
This article examines sexual harassment in the context of the new economy and highlights the manner in which the changing nature of work – and in particular the acknowledged rise of sexualized ‘body work’ – troubles conventional understandings of what constitutes sexual harassment in the workplace and the means to address it.
Using data from a small-scale qualitative study of service workers and professional employees, we explore the ways in which those definitions of sexual harassment now fail to match participants’ accounts of their working lives. We examine sexual harassment in the context of the rise of service roles that require forms of increasingly sexualized ‘body work’ from employees, increased demands for workers to ‘self-manage’, and new flexible modes of employment that blur the boundaries between being ‘on’ and ‘off’ the job.
We conclude that these ‘new’ modes of work may provide the conditions for the revival of ‘old’ stories which limit the capacity of individuals to recognize and label behaviours as ‘sexual harassment’.
Wednesday, 15 August 2012
It’s Complicated Defining Workplace Bullying From the Human Resource Professional’s Perspective
an article by Renee L. Cowan (University of Texas at San Antonio, USA) published in Management Communication Quarterly Volume 26 Number 3 (August 2012)
Abstract
Human resource (HR) departments are typically tasked with hiring, firing, training, managing, and handling other personnel issues.
HR professionals carry out many important organizational initiatives, including dealing with employee disputes, serving as a liaison between the employee and the organization, and drafting and enforcing organizational policies and procedures (Bohlander & Snell; Lewis & Rayner).
One issue that has started to garner more attention in organizations across the globe and among HR professionals is the communication phenomenon of workplace bullying.
Generally, academic researchers describe workplace bullying as an extreme, negative, and persistent form of workplace emotional abuse achieved primarily through verbal and nonverbal communication (Keashly & Jagatic; Lutgen-Sandvik).
For HR professionals, the definition of workplace bullying could be much more complex. As workplace bullying is abuse primarily achieved through negative communication, communication researchers seem well suited to explore how HR professionals make sense of this issue.
Hazel’s comment:
One of the issues I have come across quite a lot recently is dealing with bullying in companies where there is no HR department, or even an HR person.. There is also the problem of the boss being the person who is doing the bullying. Whilst the obvious answer is “get another job” that is, as job-seekers will tell you quite readily, easier said than done.
Abstract
Human resource (HR) departments are typically tasked with hiring, firing, training, managing, and handling other personnel issues.
HR professionals carry out many important organizational initiatives, including dealing with employee disputes, serving as a liaison between the employee and the organization, and drafting and enforcing organizational policies and procedures (Bohlander & Snell; Lewis & Rayner).
One issue that has started to garner more attention in organizations across the globe and among HR professionals is the communication phenomenon of workplace bullying.
Generally, academic researchers describe workplace bullying as an extreme, negative, and persistent form of workplace emotional abuse achieved primarily through verbal and nonverbal communication (Keashly & Jagatic; Lutgen-Sandvik).
For HR professionals, the definition of workplace bullying could be much more complex. As workplace bullying is abuse primarily achieved through negative communication, communication researchers seem well suited to explore how HR professionals make sense of this issue.
Hazel’s comment:
One of the issues I have come across quite a lot recently is dealing with bullying in companies where there is no HR department, or even an HR person.. There is also the problem of the boss being the person who is doing the bullying. Whilst the obvious answer is “get another job” that is, as job-seekers will tell you quite readily, easier said than done.
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