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Peirce, Ellen R.; Rosen, Benson; Hiller, Tammy Bunn

doi:10.1023/a:1025643318386

Cited by 28 publications

(9 citation statements)

References 5 publications

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“…Over the years, sexual harassment researchers have given increasing attention to organizational culture through their investigation of the structural risk factors, or contingency-specifying stimuli (Myers, 1995;Signal & Taylor, 2008), related to the experience of sexual harassment. Such research may help contextualize the findings that despite a nine-fold increase in the sexual harassment charges filed with the EEOC from the late 1980s thru 2003 (EEOC 2004), most targets of sexual harassment do not file any formal charges (Bell et al 2002;Peirce et al 1997;Welsh 1999). The next section of this paper will briefly review some of the organizational dynamics that have been identified as potential risk factors for sexual harassment.…”

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confidence: 99%

There’s a Policy for That: A Comparison of the Organizational Culture of Workplaces Reporting Incidents of Sexual Harassment

2008

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It has been more than 25 years since the Equal Employment Opportunity Council first published guidelines on sexual harassment. In response, many companies developed policies and procedures for dealing with harassment in their workplaces. The impact of sexual harassment policies on changing workplace culture has been met with mixed findings. The current study investigates the environmental differences or organizational cultures of companies holding formal sexual harassment policies using organizational level data (2002 National Organization Survey). Logistic regressions compared organizations with and without formal complaints on organizational structure, worker power, and interpersonal climate variables. Findings indicated the importance of negative interpersonal climate variables (threatening, bullying, and incivility) in differentiating companies who experience formal complaints of sexual harassment from those that do not.

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confidence: 99%

There’s a Policy for That: A Comparison of the Organizational Culture of Workplaces Reporting Incidents of Sexual Harassment

2008

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“…Only 32% of the respondents in this Peirce, Rosen, & Hiller (1997) found that more than 40% of the respondents in their study indicated that they were not aware of the sexual harassment policies or the procedures for reporting complaints of sexual harassment in their organisations. Wilken and Badenhorst (2003) also rated the policies of eight universities in South Africa as failing in terms of education, training and implementation.…”

Section: Discussionmentioning

confidence: 84%

“…The Cronbach alpha value obtained for the items intended to measure the existence, knowledge of and effectiveness of SHP's was 0.88, which is higher than the guideline of α > 0.70. Owing to the lack of similar research on this topic or the non-reporting of alpha values (Peirce, Rosen, & Hiller, 1997), it is not possible to benchmark the Cronbach alpha.…”

Section: Discussionmentioning

confidence: 99%

“…Consensus exists in the literature that the best form of defence for an employer is the implementation and maintenance of an effective policy on sexual harassment (Aalberts & Seidman, 1996;Bennet, 2002;Caudron, 1995;Hayter, 1996;Kastl & Kleiner, 2001;Laabs, 1998;Moore, Gatlin-Watts & Cangelosi, 1998;Owens, Gomes & Morgan, 2004;Peirce, Rosen & Hiller, 1997).…”

Section: Sexual Harassmentmentioning

confidence: 99%

“…These items are part of the constructs of awareness, existence and effectiveness that were identified from the literature study as determinants of an effective policy (Aalberts & Seidman, 1996;Bennet, 2002;Caudron, 1995;Hayter, 1996;Kastl & Kleiner, 2001;Laabs, 1998;Moore, Gatlin-Watts & Cangelosi, 1998;Owens, Gomes & Morgan, 2004;Peirce, Rosen & Hiller, 1997). The specific items are reported in Table 2.…”

Section: Measuring Instrumentmentioning

confidence: 99%

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The effectiveness of sexual harassment policies and procedures at higher education institutions in South Africa

Joubert

Wyk

Rothmann

2011

SA j. hum. resour. manag.

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Orientation: Sexual harassment policies are generally in place in higher education institutions without any indication of its effectiveness as determined by the awareness of the policy.Research purpose: The aim of this study was to investigate the awareness levels of academic staff members at higher education institutions in South Africa of sexual harassment policies and procedures in their institutions.Motivation for the study: A number of high profile court cases emphasised the need for effective policies to reduce the incidence of sexual harassment complaints.Research design, approach and method: A cross-sectional survey design was conducted amongst 161 academic staff members, representing 10 higher education institutions in South Africa. The measuring instrument that was used is the Sexual Harassment Questionnaire (SHQ) that was developed specifically for this study.Main findings: The results showed that despite indications that sexual harassment policies do exist and that they are regarded as effective tools in addressing sexual harassment, the implementation of such policies is not effective and few academic staff members received training and/or guidance on the utilisation of the policy. Significant correlation coefficients were found between the elements of an effective policy and between population group and some of the elements.Practical/managerial implications: Employers across the board should regularly conduct an audit to determine the level of awareness of sexual harassment policies and procedures and plan interventions.Contribution: No other study in South Africa attempted to measure the awareness levels of academics and its impact on the management of sexual harassment.

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Sexual harassment training: Recommendations to address gaps between the practitioner and research literatures

Perry

Kulik

Field

2009

Human Resource Management

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Sexual harassment training is a common human resource activity, and the practitioner literature is replete with advice about how to implement it. Little research, however, has specifi cally explored what makes sexual harassment training effective. This paper uses what we know from general training research and theory and sexual harassment research to assess the extent to which the practitioner literature is making relevant and reasonable recommendations for sexual harassment training. We identify practitioner-research gaps in the literature, including areas that academic research and theory sug-Keywords: sexual harassment, training effectiveness, practitioner-research gaps M anaging sexual harassment in the workplace is an important issue for human resource (HR) managers. Sexual harassment can create physical and psychological difficulties for victims (Fitzgerald, Drasgow, Hulin, Gelfand, & Magley, 1997) and, if left unmanaged, can also result in high costs (in terms of absenteeism, turnover, and reduced productivity). It can also cause legal headaches for organizations (Faley, Knapp, Kustis, & Dubois, 1999;Pearson, 1997). A common approach to dealing with sexual harassment in organizations is to provide sexual harassment training. Sexual harassment training is Correspondence to: Elissa L. Perry, Teachers College, Columbia University, 525 West 120th Street, New York, NY 10027, Phone: (212) Fax: (212) 678-8303, E-mail: ep248@columbia.edu 818 HUMAN RESOURCE MANAGEMENT, SEPTEMBER-OCTOBER 2009Human Resource Management DOI: 10.1002/hrm quickly moving from an optional activity to a legally advisable one (Bisom-Rapp, 2001;Martucci & Lu, 2005). In fact, a number of states require employers to provide sexual harassment training (Martucci & Lu, 2005). In response to greater demands for such training, a multibillion-dollar sexual harassment training industry has developed (Bisom-Rapp, 2001).Sexual harassment training may be a particularly difficult type of organizational training for HR managers to design and implement. Sexual harassment training addresses emotionally laden issues, and trainees may be resistant to receiving it (Jackson, 1999). The costs associated with implementing ineffective sexual harassment training can be quite high. Ineffective training programs may fail to reduce sexual harassment and result in backlash from intended recipients of the training. Ironically, these effects make organizations more vulnerable to legal action than the absence of training. For example, at least one employee was so upset by his organization's sexual harassment training that he brought a sexual harassment suit against his employer (Bisom-Rapp, 2001).In addition, providing training may create a false sense of security that something is being done about sexual harassment, leaving real organizational problems unaddressed (Bisom-Rapp, 2001). As more states mandate sexual harassment training, greater attention will likely be given to the content and nature of the training provided. For example, some legal experts have no...

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Untitled

Cited by 28 publications

References 5 publications

There’s a Policy for That: A Comparison of the Organizational Culture of Workplaces Reporting Incidents of Sexual Harassment

There’s a Policy for That: A Comparison of the Organizational Culture of Workplaces Reporting Incidents of Sexual Harassment

The effectiveness of sexual harassment policies and procedures at higher education institutions in South Africa

Sexual harassment training: Recommendations to address gaps between the practitioner and research literatures

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