The Impact of Leadership Responses to Sexual Harassment and Gender Discrimination Reports on Emotional Distress and Retention Intentions in Military Members

Daniel, Samantha; Neria, Adon Lee; Moore, Abigail E.; Davis, Elizabeth L.

doi:10.1080/15299732.2019.1571887

Cited by 12 publications

(11 citation statements)

References 23 publications

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“…This study highlights several important theoretical implications and makes a significant contribution to the literature on sexual harassment as well as to literature on decisionmaking. Principally, much of the research on handling and preventing sexual harassment has focussed on organisational strategies such as anti-sexual harassment policies, training and education and effective complaint processes and investigation processes (Becton et al, 2017;Buchanan et al, 2014) or the act of reporting or outcomes of reporting (Daniel et al, 2019), with very little attention being paid to how complaints of sexual harassment are resolved in organisations and how HRPs make those decisions. As Daniel et al (2019) assert, research on the effectiveness of reporting mechanisms and what happens after a complaint on sexual harassment is made, is surprisingly low.…”

Section: Theoretical Implicationsmentioning

confidence: 99%

“…Principally, much of the research on handling and preventing sexual harassment has focussed on organisational strategies such as anti-sexual harassment policies, training and education and effective complaint processes and investigation processes (Becton et al, 2017;Buchanan et al, 2014) or the act of reporting or outcomes of reporting (Daniel et al, 2019), with very little attention being paid to how complaints of sexual harassment are resolved in organisations and how HRPs make those decisions. As Daniel et al (2019) assert, research on the effectiveness of reporting mechanisms and what happens after a complaint on sexual harassment is made, is surprisingly low. While there is much research on the HRP's role in the prevention and settlement of sexual harassment, we also could not find any academic inquiry into how and why HRPs make decisions regarding complaints of sexual harassment and on the effectiveness of those decisions.…”

Section: Theoretical Implicationsmentioning

confidence: 99%

“…Apart from the work-related consequences, an ineffective decision related to a complaint of sexual harassment can also lead to emotional, psychological and health-related issues, in addition to professional setbacks for the concerned parties. For instance, Daniel et al (2019) in their study of the United States Department of Defense indicate how effective responses from the authority to whom the complaint is made can decrease the complainants' emotional distress and strengthen the employees' intentions to remain.…”

Section: Introductionmentioning

confidence: 99%

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Evidence, empathy and emotions: decision-making styles of human resource professionals and their effectiveness in resolving complaints of sexual harassment

Adikaram

Kailasapathy

2021

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PurposeThe decision-making styles of human resource professionals (HRPs) in resolving complaints of sexual harassment are extremely important as they form the backbone of effectiveness in the resolution of a complaint. The purpose of this paper is to explore these decision-making styles and gauge their effectiveness in resolving such complaints.Design/methodology/approachEmploying a qualitative research approach, semi-structured interviews were conducted with 35 HRPs of 30 companies in Sri Lanka.FindingsWe found eight decision-making styles used by HRPs in resolving complaints of sexual harassment: (1) analytical, (2) behavioural, (3) directive, (4) conceptual, (5) avoidant, (6) dependent, (7) intuitive and judgemental, and (8) manipulative and persuasive. HRPs were found to generally adopt combinations of these styles, with one or two styles being dominant while one or two were used as back-up styles. In resolving complaints of sexual harassment, certain combinations of these styles were found to be more effective than others because they led to procedural, distributive and interactional justice.Practical implicationsThe implications of these findings for self-reflection and in training for the HRPs are also discussed.Originality/valueThe findings of this study assist us in understanding how and why HRPs make different decisions when resolving seemingly similar complaints and the effectiveness of such decisions.

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Section: Theoretical Implicationsmentioning

confidence: 99%

Section: Theoretical Implicationsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Evidence, empathy and emotions: decision-making styles of human resource professionals and their effectiveness in resolving complaints of sexual harassment

Adikaram

Kailasapathy

2021

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“…12 In addition, racial and gender discrimination or harassment, combined with poor leadership responses, have been found to affect intentions to leave service of those in minority groups. 13,14 In the United States, SMs are typically contracted for four years of active service, but they can extend their contracts after their active-duty time is complete. On average, over the past several years, approximately 180,000 (14%) members have separated from the service per year.…”

Section: Introductionmentioning

confidence: 99%

Acceptance matters: Disengagement and attrition among LGBT personnel in the U.S. military

McNamara

Gribble

Sharp

et al. 2021

Journal of Military, Veteran and Family Health

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LAY SUMMARY The U.S. military has undergone several changes in policies toward lesbian, gay, bisexual, and transgender (LGBT) service members over the past decade. Some LGBT service members report continued victimization and fear of disclosing their LGBT identity, which can affect retention of LGBT personnel serving in the military. However, there is little research on this population. This study uses data from a survey funded by the U.S. Department of Defense (2017–2018) and completed by 544 active-duty service members (296 non-LGBT and 248 LGBT) to better understand the career intentions of LGBT service members. Of transgender service members, 33% plan to leave the military upon completion of their commitment, compared with 20% of cisgender LGB and 13% of non-LGBT service members. LGBT service members were twice as likely as non-LGBT service members to be undecided as to their military career path. Lower perceived acceptance of LGBT service members in the workplace was associated with a higher risk of leaving among LGBT service members. Lower perceived unit cohesion was associated with attrition risk for all members, regardless of LGBT status. These findings suggest that the U.S. military can do more to improve its climate of LGBT acceptance to prevent attrition.

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“…In addition to causing emotional distress (Daniel et al, 2019); a particularly deleterious outcome of IB experiences can entail losing trust in individuals and institutions that could help with recovering from these experiences (Brownstone et al, 2018; Wolff & Mills, 2016). In one poignant study, women who experienced secondary victimization from legal or medical entities following military sexual assault were more likely to report becoming distrustful and reticent to seek additional help due to such experiences (Campbell & Raja, 2005).…”

mentioning

confidence: 99%

Institutional betrayal and help-seeking among women survivors of military sexual trauma.

Monteith¹,

Holliday²,

Schneider³

et al. 2021

Psychological Trauma: Theory, Research, Practice, and

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Women veterans experience disproportionately high rates of military sexual trauma (MST). Nonetheless, many MST survivors delay or forgo health care, particularly within Veterans Health Administration (VHA) settings. Institutional betrayal (IB) has been posited as a potential explanation for this. Objective: The current study examined if IB was associated with women veterans' willingness to seek VHA and non-VHA mental health and medical care, prior use of VHA care, past year use of VHA care, and use of VHA and non-VHA MST-related care. Method: Participants were 242 women veterans who screened positive for MST and completed self-report measures of IB and willingness to seek VHA and non-VHA mental health and medical care. Use of VHA care was assessed through VA Corporate Data Warehouse data. Results: IB was associated with lower willingness to use VHA medical care and higher willingness to use non-VHA mental health care. Although IB was not significantly associated with prior use of VHA care, participants who reported more IB were more likely to have used VHA care in the past year and to have used both VHA and non-VHA MST-related care. Conclusion: These findings illuminate the relationship between the institutional response to MST with women's help-seeking willingness and use. Addressing IB may be important for increasing women MST survivors' willingness to use VHA medical care. Additionally, as IB was associated with greater willingness to use non-VHA mental health care, non-VHA institutions and providers should be prepared to serve women veterans who have experienced MST-related IB. Clinical Impact StatementAmong women veterans who experience military sexual trauma (MST), those who experience institutional betrayal report that they are less willing to use Veterans Health Administration (VHA) medical care and are more willing to use non-VHA mental health care. Institutional betrayal is also associated with being more likely to have used VHA and non-VHA MST-related health care and VHA care in the past year. Clinicians in both non-VHA and VHA settings should be prepared to work with women MST survivors who have experienced institutional betrayal. Addressing institutional betrayal is recommended to increase women MST survivors' willingness to use VHA medical care.

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The Impact of Leadership Responses to Sexual Harassment and Gender Discrimination Reports on Emotional Distress and Retention Intentions in Military Members

Cited by 12 publications

References 23 publications

Evidence, empathy and emotions: decision-making styles of human resource professionals and their effectiveness in resolving complaints of sexual harassment

Evidence, empathy and emotions: decision-making styles of human resource professionals and their effectiveness in resolving complaints of sexual harassment

Acceptance matters: Disengagement and attrition among LGBT personnel in the U.S. military

Institutional betrayal and help-seeking among women survivors of military sexual trauma.

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