Human resource practitioners as sexual harassment commissioners: Sisyphus amid gender inequalities

Abstract

PurposeThere has been ample research on the antecedents and consequences of workplace sexual harassment (WSH), a volatile issue in contemporary labor markets. There is, however, a lingering gap in the scholarly literature regarding the organizational practices involved in contending with WSH incidents following their occurrence. By exploring the practices and challenges of sexual harassment commissioners, a mandatory role performed by Israeli human resource practitioners, this study aims to unpack the embedded power dynamics, which construct how WSH is both deciphered and handled within organizations.Design/methodology/approachIn-depth semi-structured interviews were conducted with 45 sexual harassment commissioners (SHCs) in various business organizations in Israel to explore practitioners' conceptions of the challenges underlying their role. A grounded theory approach was utilized.FindingsThe findings demonstrate that, while SHCs seemingly are empowered by their exclusive authority to inquire into an intricate organizational matter, counter practices have emerged to undermine their authority and influence. This negatively affects their ability to reduce the prevalence of WSH. SHCs' attempts to approach WSH utilizing a power discourse are eroded by systematic barriers that channel them toward adoption of the default legal discourse. The latter frames WSH in terms of individual misconduct rather than as a phenomenon stemming from and expressive of organizational and societal gender inequalities.Research limitations/implicationsThis study does not represent the voices of WSH complainants or of top executives. The data focused on SHCs' descriptions of their role challenges.Practical implicationsImplications are suggested regarding the academic education and training of SHCs.Originality/valueThis study sheds light on covert and unspoken barriers to gender equality in the labor market.

On whose side are you: perspective-taking and attribution of blame in handling sexual harassment complaints

“…Moreover, our findings will provide possible answers to the enduring issue of underreporting of sexual harassment incidents (Hart, 2019). Finally, despite much research on sexual harassment in the workplace, there are still numerous gaps in our understanding of the issue (Chawla et al, 2021;Kuna and Nadiv, 2021). While Chawla et al (2021) have called for more research on observer reactions, Kuna and Nadiv (2021) highlight the need to explore organisational practices in handling sexual harassment incidents.…”

“…Finally, despite much research on sexual harassment in the workplace, there are still numerous gaps in our understanding of the issue (Chawla et al, 2021;Kuna and Nadiv, 2021). While Chawla et al (2021) have called for more research on observer reactions, Kuna and Nadiv (2021) highlight the need to explore organisational practices in handling sexual harassment incidents. Our research can be considered as an answer to these calls.…”

“…Finally, despite much research on sexual harassment in the workplace, there are still numerous gaps in our understanding of the issue (Chawla et al. , 2021; Kuna and Nadiv, 2021). While Chawla et al.…”

“…While Chawla et al. (2021) have called for more research on observer reactions, Kuna and Nadiv (2021) highlight the need to explore organisational practices in handling sexual harassment incidents. Our research can be considered as an answer to these calls.…”

Reconceptualising diversity management from a paradox lens

“…Unlike the instrumental approach, the critical approach positions itself as a sceptical approach to the relationship between diversity and performance upon which the business case embarks on (Bassett-Jones, 2005). It starts to question the assumption that DM can be strategically planned from a managerial position (Omanovi c, 2009) and it emphasises that diversity initiatives also hold the potential to create organisational tensions that undermine the alleged performance outcome highlighted by the instrumental approach (Kuna and Nadiv, 2021).…”