Chapter 7 – Dealing With Sexuality in the Workplace

 Survey of U.S. government employees ◦ 19% of men and 44% of women reported experiencing sexually harassing behavior in the last 2 years  In 2008, over 13,000 sexual harassment complaints were filed with the EEOC  Norms of acceptability of sexual harassment vary from culture to culture

 EEOC defines sexual harassment… ◦ “Unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature constitute sexual harassment when (1) submission to such conduct is made either explicitly or implicitly a term or condition of an individual’s employment, (2) submission to or rejection of such conduct by an individual is used as the basis for employment decisions affecting such individual, or (3) such conduct has the purpose or effect of unreasonably interfering with an individual’s work performance or creating an intimidating, hostile, or offensive working environment.”

 European Union resolution states: ◦ “conduct of a sexual nature, or other conduct based on sex affecting the dignity of women and men at work, constitutes an intolerable violation of the dignity of workers or trainees and is unacceptable.”

 An employer is responsible for: ◦ Taking all necessary steps to prevent sexual harassment from occurring ◦ Raising the subject ◦ Expressing strong disapproval ◦ Developing appropriate sanctions ◦ Informing employees of their right to raise the issue ◦ Informing employees of how to address it ◦ Developing methods to sensitize those concerned

 First case of sexual harassment considered by the U.S. Supreme Court  Established the 2 types of harassment actionable under Title VII ◦ Quid pro quo harassment ◦ Hostile environment sexual harassment

 When filing sexual harassment cases, plaintiffs are likely to win their case when: ◦ The harassment was more severe ◦ Supporting witnesses were present ◦ Supporting documents were available ◦ They had complained to superiors or management prior to filing charges ◦ Management took no action upon notification of the alleged harassment  The greater number of those factors that are true, the more likely plaintiffs are to win their case

 Verbal requests ◦ Sexual bribery ◦ Sexual, relationship, and/or subtle advances  Verbal comments ◦ Personally directed, other-directed, and/or sexual remarks  Nonverbal displays ◦ Sexual assault, touching, posturing, and materials

 Sexually oriented behavior is considered more severe when: 1.The harasser is at a higher hierarchical level than the victim 2.The harasser has behaved similarly toward the victim and others over time 3.There are job consequences for the victim

 Evolutionary Model ◦ Sexual harassment represents a type of behavior (sexuality in general) to be accepted, rather than a problem to be solved  Sociocultural Model ◦ Sexual harassment has little to do with sexuality and more to do with the assertion of power and dominance over others  Organizational Model ◦ Organizational characteristics set the stage for sexual harassment ◦ A higher power differential means greater levels of sexual harassment

 Gender Role Spillover Model ◦ The effects of gender role expectations are emphasized (especially those that are irrelevant to the conduct of work) ◦ More likely to occur in skewed groups  Individual Differences Model ◦ Even when working under the same conditions, not every person engages in sexual harassment

**Other sources of harassment were mixed groups of men and women or unknown sources, as in the case of anonymous letters

*Percentages add to more than 100% because some victims had been harassed by more than one type of individual

 Cost to the federal government in 2 years: ◦ $327 million  Cost to the individual ◦ Physical health: Headaches, sleep disturbance, fatigue ◦ Mental health: Loss of self-esteem/self-confidence, anxiety, depression ◦ Job related attitudes: Sense of job satisfaction, organizational commitment, involvement

 Sternberg’s theory of love ◦ Intimacy ◦ Passion ◦ Decision/commitment  3 Stages of workplace romance ◦ Interpersonal attraction ◦ Romantic attraction ◦ Decision to engage in workplace romance

 Interpersonal attraction is influenced by: ◦ Physical proximity ◦ Functional proximity ◦ Attitude similarity  Romantic attraction is influenced by: ◦ Perceived physical attraction

 Development of workplace romances is caused by: ◦ Individual attitudes towards workplace romance  Does engaging in a workplace romance fulfill job motives, ego motives, or love motives? ◦ Sex differences ◦ Nature of the job ◦ Organizational culture ◦ Sex ratio in the organization, department, or group

 Two people involved, each has 1 of 3 motives  Four most common combinations of motives: ◦ Fling ◦ True love ◦ Mutual user relationship ◦ Utilitarian relationship

 Fling ◦ Fulfills the ego motive for both partners  True love ◦ Fulfills love motive for both partners  Mutual user relationship ◦ Fulfills job motive for both partners  Utilitarian relationship ◦ Fulfills ego motive for one partner, job motive for the other

 Key variables in workplace romance dynamics ◦ Power  Exploitation  Occurs in both hierarchical and lateral romances ◦ Dependency  Task dependency  Career dependency  Personal/sexual dependency

 When are couples more likely to be secretive about their workplace romance? ◦ Less open organizational cultures ◦ Hierarchical romances ◦ When one or both partners are married  What happens when the romance is ended? ◦ Rejected lover’s lower self-image and self-esteem ◦ Potential for sexual harassment

 Productivity decrease and/or increase  Marriage with new partners  Divorce/breakup with current partners  Job satisfaction  Feeling happier  Poor protégé development with mentoring  Coworker reactions (good and bad)  Managerial response (good and bad)

Recommended Actions for Organizations and Individuals 1. Adopt a zero-tolerance policy against sexual harassment. 2. Train managers to recognize and deal with sexual harassment. 3. Create a safe environment for employees to bring complaints of sexual harassment and other behaviors. 4. Investigate employee allegations of harassment and take appropriate action. 5. Offer counseling to employees who need help in handling sexual or other types of harassment, and workplace romances. 6. Do not ignore sexual harassment directed toward you; confront the offending party or follow procedure to file a complaint. 7. Take organizational action when workplace romance affects the conduct of work, but ignore it otherwise. 8. Weigh the potential costs of a workplace romance against the potential benefits before getting involved.

 Sexual harassment  Workplace romance  Quid pro quo sexual harassment  Hostile environment sexual harassment  Verbal requests  Verbal comments  Nonverbal displays  Evolutionary model  Sociocultural model  Organizational model  Gender role spillover model  Individual differences model  Intimacy  Passion  Decision/commitment  Physical proximity  Functional proximity  Job motives  Ego motives  Love motives  Fling  True love  Mutual user relationship  Utilitarian relationship  Task dependency  Career dependency  Personal/sexual dependency  Hierarchical romance  Lateral romance  Deaf ear syndrome