Perceptions of Effectiveness of Responses to Sexual Harassment in the US Military, 1988 and 1995

Abstract

and their own immediate supervisors' efforts to 'make honest and reasonable efforts to stop sexual harassment in the active-duty military' (DoD, 1988;Bastian et al., 1996). Results indicate that while the military has been somewhat successful in attempts to lower actual incidence of sexual harassment, the percentage of those experiencing such uninvited and unwanted behaviours remains high. Similar patterns of responses in both years, with most employing personal solutions and few filing complaints with officials, may reflect the fact that official DoD policy focuses on individual behaviour and does not address the masculine environmental context that promotes such behaviours (see also Harrell and Miller, 1997). Findings also suggest that the 'no tolerance' policies adopted by the military may concentrate on the military image but ignore the wishes of the complainants who fear reprisals. If the rights and wishes of all parties involved are not taken into account, policies are unlikely to be successful (see, for example, Rowe, 1996).

Crossing the Line: How Women in the Building Trades Interpret and Respond to Sexual Conduct at Work

“…Furthermore, studies have shown that work environments where sexual harassment is commonplace or the institutionalization of sexuality is a requirement of the job can encourage women's acceptance of sexual harassment at work (Dellinger and Williams 2002;Firestone and Harris 2003;Giuffre and Williams 1994;Loe 1996;Salzinger 2000). These studies address the question of "women's seeming rejection of sexual harassment law by refusing to apply the label 'sexual harassment' in the face of incidents that would easily qualify as such" (Quinn 2000(Quinn , 1151.…”

“…In response, due to either normative pressures or fears of retaliation or in an attempt to resist these meanings and prove their trustworthiness to the work group, women often refuse to label or report "sexual harassment" and define unwanted sexual conduct as "small stuff" that can be ignored (Fitzgerald et al 1988;Fitzgerald et al 1995;Gutek and Koss 1993;Hinze 2004;Knapp et al 1997;Near and Miceli 1985). Numerous studies across a variety of occupations, ethnic groups, and social classes have found that women prefer individual, informal, or "passive" measures such as avoidance, acceptance, denial, or joking as a way to cope with sexual harassment (Firestone and Harris 2003;Hinze 2004;Quinn 2002;Salzinger 2000;Wasti and Cortina 2002;Watts 2007). Furthermore, in ignoring or denying sexual harassment and refusing to name and claim harm, some scholars argue that women become disempowered and unwillingly complicit in its continuation (Hinze 2004;Quinn 2002;Watts 2007).…”

Testing Relationships between Sex of Respondent, Sexual Harassment and Intentions to Reenlist in the U.S. Military

“…The military is no exception to this problem (Firestone & Harris, 1994, 1999Harris & Firestone, 1996, 1997, 2010Miller, 1997). Even if current emphasis on sexual harassment has legitimized claims and thereby increased complaints, the high proportion of respondents still alleging harassment suggests that policies may need better implementation and enforcement (Firestone & Harris, 2004). Furthermore, employees who have been harassed seldom respond by using established grievance procedures (Bingham & Scherer, 1993;Harris & Firestone, 1997;Gruber & Bjorn, 1986;Grundmann, O'Donohue, & Peterson, 1997;Hulin, Fitzgerald & Drasgow, 1996;Riger, 1991), perhaps because they don't believe current policies will be enforced.…”

Sexual Harassment and the Real North Country: Revelations of an Expert Witness

“…harassment (Firestone and Harris 2003;Lim and Cortina 2005;Offerman and Malamut 2002;O'Leary-Kelly et al 2009). Additionally, formal policies and values may differ significantly from actual practice if the leadership does not support the espoused policies and values of the organization (Schein 1992).…”

“…Hence, if the leadership of an organization is reluctant to view sexual harassment as a serious work-related problem and does not appear to support the related policies and procedures, the severity and frequency of sexual harassment will likely increase and targets will be less likely to report their experiences (Fitzgerald et al 1997;Knapp et al 1997;Popovich 1988). Additionally, the manner in which executives and managers behave when sexual harassment charges are brought affects the subsequent behavior of both targets and perpetrators and the climate of the work group in general (Firestone and Harris 2003;Offermann and Malamut 2002;O'Leary-Kelly et al 2009).…”