Expanding the footprint of sexual harassment prevention training: A power, credit, and leadership perspective

Abstract

Current approaches to sexual harassment and discrimination training remain limited in their effectiveness due to a series of issues highlighted by Hayes et al. (2020), including poorly designed training programs, a failure to understand the issue, and the misapplication of psychological principles. Additionally, other issues with sexual harassment training have been highlighted in previous volumes of this journal, including inappropriate measurement and a limited lens on shortterm outcomes (Medeiros & Griffith, 2019a) as well as the potential for backlash (Steele & Vandello, 2019). The stakes involved with both sexual harassment and discrimination warrant attention to these issues and a concentrated effort on improving these programs in order to make a real impact. As such, we agree with the perspective presented by Hayes and colleagues, and wish to extend their conversation on the application of psychological principles in sexual harassment interventions by discussing the role of idiosyncrasy credits and the impact of power dynamics in the perpetuation of harassment in the workplace. As per Williams et al. (1999), holding those who engage in sexual harassment accountable is a critical factor in the reduction of workplace sexual harassment. Hayes et al. (2020) note this finding as well, and we believe it warrants additional consideration in the conversation given recent workplace sexual harassment statistics in which HR professionals and employees disagreed significantly regarding the extent to which incidents go unreported (SHRM, 2018). HR professionals endorsed the opinion that unreported incidents are not a major problem nearly twice as often as employees, suggesting that policy makers and enactors are out of step with the experiences of their employees. Available evidence suggests that sexual misconduct goes unreported for reasons ranging from fear of retaliation to a belief that nothing will change (e.g., McLaughlin et al., 2017). Even experimental studies have explored practical workplace implications associated with sexual harassment. For instance, Hart (2019) found that those who evaluated candidates who reported their own sexual harassment were far less likely to recommend them for promotion compared to those who did not mention harassment or had a colleague report on their behalf. Sexual harassment also directly impacts the career choices of women, as those who are sexually harassed are 6.5 times more likely to leave an organization (McLaughlin et al., 2017). These results are mirrored in over 20 years of research on the relationship between sexual harassment and turnover. It would seem, then, that failing to develop and impose consequences on those who engage in sexual harassment results in consequences for those who experience workplace harassment. In light of this, here, we consider two possible barriers to accountability.

Who speaks up when harassment is in the air? A within-person investigation of ambient harassment and voice behavior at work.

“…Given that men tend to hold greater social status compared to women (Eagly & Wood, 1982), this naturally positions men as allies to women in the face of gender harassment. Thus, as organizations push for more equitable and supportive environments (Griffith & Medeiros, 2020), it is critical that information pertaining to (a) mitigating all forms of harassment and (b) being an effective ally to those victimized is conveyed equally to men and women to enact positive change.…”