Sexual Harassment in the Workplace

In the last week, the American media has been flooded with stories about the allegations

of sexual misconduct levied against Hollywood producer, Harvey Weinstein. One of the most

powerful figures in entertainment, Weinstein has been accused of sexual misconduct against

certain actresses with whom he was engaged, or seeking to be engaged, in a professional

relationship. The stories that surrounded Weinstein have been a well-known secret within the

industry but the situation was never directly addressed because of the perceived importance of

the man accused. This same importance, and the power that comes with it, would pressure

victims into keeping their silence. Combined, the silence of those who knew but feared

repercussion and the silence of those who were directly affected by this situation would allow for

the perpetuation of more instances of harassment. A significant expose by The New York Times,

a staple of journalistic of credibility, was required for actions to be taken against the co-founder

of the Weinstein company. The controversy that has surrounded the Weinstein action will serve,

though it may not have been its original intent, to remind other industries that these behaviors

should not be tolerated. Though it is true that other markets behave different than the

entertainment business, this trend is not one that will only be found in Hollywood executives or

bigshot entertainers. Because of the repercussions that sexual harassment can yield, it is

important to know how to properly tackle it. The effects of its occurrence in the workplace go

beyond the direct victim and can affect the organization as a whole. To protect both the human

elements in an organization, and the organization itself, it is important to address the cost of

sexual harassment.

As one can see from the situations that unfolded around Weinstein, harassment in the

workplace is not a thing of the past. The problem is so pervasive in today’s society, that the
European Commission had discovered that thirty to fifty percent of female European employees

had been affected by sexual harassment at some point in their career. In the United States, the

numbers are not significantly different, though national estimates cannot be accurately predicted

due to the different sources that have presented results in this area. One particular survey,

presents similar estimates to Europe: by 1994, 44% of working women in the United States

claimed that they were victims of sexual harassment in the workplace (Hersch, 2015). The rates

will vary depending on the states and the fields that are being surveyed, but the numbers tend to

be surprisingly elevated. Victims of sexual harassment can be both male or female, though

women tend to be disproportionately affected by this phenomenon. Ever since women were first

introduced into the workforce, these dynamics have manifested themselves in work

environments. While gender appears to be a determinant factor in the probability of a person

being harassed, there is a common factor that extends beyond the gender lines. Power imbalances

set the stage for harassment to occur, as most victims tend to be “younger, hold lower-position

jobs, work mostly with and be supervised by members of the opposite sex, and, for female

victims, work in male-dominated occupations” (Hersch, 2015).

The prevalence of sexual harassment in a workplace setting is bound to lead to an

uncomfortable and, at times, dysfunctional work environment. For both the victims and the

company in general, the occurrence of harassment can have long-reaching negative

consequences that ought to be addressed. It is important to specify, before considering the impact

that workplace harassment can have on an organization’s efficiency, what exactly falls under the

categorization of sexual harassment. The term, in itself, is rather broad, as it can encompass a

variety of behaviors that range “from glances and rude jokes, to demeaning comments based on

gender stereotypes, to sexual assault and other acts of physical violence” (Hersch, J., 2015).
Harassment can be verbal or nonverbal, physically or romantically inclined. For an action to be

considered sexual harassment, though, it needs to feature one of three criteria: the inclusion of

sexual behaviors that are unsolicited and unwanted, like the request for sexual favors or the

engagement in sexual behavior before an employee; the existence of an unspoken pressure that

falls upon the employee to accept these behaviors lest their careers be affected; and, the creation

of an atmosphere that is coercive or intimidating as a result of these behaviors (Hejase ,3). As far

as the results of these actions, they ought to be examined based on whom they affect.

First and foremost, the impact that this behavior can have on the immediate victim need

to be well-known. Being aware of the detrimental effect that these actions can have on a person

might lead someone to challenge their indifference or disregard for these type of allegations. It is

important to consider that, even though this is a very frequent phenomenon in the workplace,

there are many cultural factors that could lead to the situation being handled poorly, be it by a

superior or the peers of the persons involved. From a broader perspective, though, the individual

victims are also part of a larger system, that will be affected, as well. Organizations, too, can be

negatively impacted by the development of these conducts. One of the most common

consequences of sexual harassment in the workplace, for example, is the desertion of employees.

Some women who have been victimized, will report that beyond the initial discomfort that is

brought about by the situation, they often feel that their careers need to be interrupted

(Gutek ,548). The decision to quit might appear easier than the decision to confront the situation,

particularly if a person is currently working in a place where these allegations are not taken

seriously. Desertion means that the person in question will have to undergo the financial and

psychological struggle of changing their employment. For the company, this means the loss of

talent and expertise for a situation that could have been prevented. If the situation becomes well-
known in a given setting, it could also create a widespread feeling of disillusionment amongst the

workforce (Cela, 85). Also, there is the possibility that the discomfort caused will also lead to

“less job satisfaction, reduced self-confidence, and a loss of motivation and commitment to their

work and their employer (Gutek,  349).   

If one accepts that these consequences can arise from instances of sexual harassment in

an office space and, that these instances detrimentally affect a development of an organization

and the individuals within, it becomes imperative to attempt to reduce their rate of occurrence.

Those involved in leadership positions within an organization need to be made aware of the ways

in which this conduct can manifest; while most people might have a hard time justifying the most

overt manifestations of sexual harassment, like groping or more coercive physical actions, the

more subtle variations can be more easily shrugged off. With this in mind, organizations ought to

enact a zero-tolerance policy, where even the least egregious circumstances  should be actively

condemned and explicitly forbidden. Creating seminars and training workshops with the intent of

educating those in leadership positions about the nuances of this unfortunate actions, would help

ensure that organizations can handle these situations properly. This training, however, should not

be limited to those in higher-ranking positions. Anyone who is in charge of a number of large

number of employees, especially if they are sexually integrated, “need to know that it is vital

they train their employees about sexual harassment and their legal implications” (Cate, 127). For

the prosperous development of the company in which one develops, these measures should be

considered for implementation, as they are bound to result in a company-wide improvement.

References:

Cate, Steven V. . “The State of Sexual Harassment in America: What is the Status of Sexual
Harassment in the US Workplace Today?” The Journal of Global Business Management,
vol. 8, no. 1, Feb. 2012, pp. 133–138., www.jgbm.org/page/18%20Steven%20Cates.pdf.

Cela, Artan. “Sexual Harassment at Work: A European Experience.” Academic Journal of

Business, Administration, Law and Social Sciences , vol. 1, no. 1, Mar. 2015, pp. 80–91.,
www.iipccl.org .

Gutek, Barbara A. “Understanding Sexual Harassment at Work.” Notre Dame Journal of Law,
Ethics & Public Policy, vol. 6, no. 2, ser. 4, Jan. 2012. 4,
scholarship.law.nd.edu/ndjlepp/vol6/iss2/4.

Hejase, Hussin Jose. “Sexual Harassment in the Workplace: An Exploratory Study from
Lebanon.” Journal of Management Research, vol. 7, no. 1, 2015, p. 107.,
doi:10.5296/jmr.v7i1.6965.

Hersch, J. Sexual harassment in the workplace. IZA World of Labor 2015: 188 doi:
10.15185/izawol.188