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RESEARCH-INFUSED STRATEGIES FOR RESPONDING EFFECTIVELY TO SEXUAL HARASSMENT
Peggy Stockdale
Psychology, IUPUI
Why Didn’t She Just Report Him?
Sexual harassment facts:
Prevalence (surveys): 40-75% women; 13-31% of men (workplace)
Forms: Sexual coercion, unwanted sexual attention, and gender harassment
Claims to EEOC (2011): 11,364 (down)
Monetary Benefits (excl. litigation):
$52.3M (up)
Claims filed by men: 16.3% (up)
Impacts of Sexual HarassmentSource: Willness, C. R., Steel, P., & Lee, K. (2007). A meta-analysis of the antecedents and consequences of workplace sexual harassment. Personnel Psychology, 60, 127-162.
Outcome K N Rc
Coworker satisfaction 25 34,221 -.31
Supervisor satisfaction 26 34,450 -.29
Work Satisfaction 23 33,486 -.24
Global job satisfaction 12 14,455 -.25
Organizational commitment 16 31,194 -.25
Job withdrawal 16 6,201 .13
Work withdrawal 12 4,940 .24
Workgroup productivity 6 27,425 -.22
Mental health 29 45,880 -.27
Physical health 16 32,121 -.25
PTSD 9 4,076 .25
Life satisfaction 11 4,545 -.12
Responding to SH
Experienced Unwanted Sex-Based Behavior
62%
Acknowledged SH35%
File Complaint
5%
Sources: Ilies, R., Hauserman, N., Schwochau, S., & Stibal, J. (2003). Reported incidence rates of work-related sexual harassment in the Univted States: Using meta-analysis to explain reported rate disparities. Personnel Psychology, 56, 607-631.Stockdale, M. S., Vaux, A. & Cashin, J. (1995). Acknowledging sexual harassment: A test of alternative models. Basic and Applied Social Psychology, 17, 469-496.
Why don’t targets complain? Fear of retaliation, reprisal Concern about reports not being kept
confidential Fear not being believed Belief that nothing will be done Don’t want to hurt the perpetrator
Typology of SH Responding
Mode of Response
Focus of responseSelf Initiator
Self Avoidance-Denial Confrontation/Negotiation
Others Support Seeking Advocacy Seeking
Source: Knapp, D. E., Faley, R. H., Ekeberg, S. E., & Dubois, C. L. Z. (1997). Academy of Management Review,
Is Assertive Responding Effective?
Low High0
0.51
1.52
2.53
3.54
4.5
SH Frequency/Severity
Neg
ativ
e O
utc
omes
Is Assertive Responding Effective?
Low High0
0.51
1.52
2.53
3.54
4.5
SH Frequency/Severity
Neg
ativ
e O
utc
omes
Low High0
0.51
1.52
2.53
3.54
4.5
SH Frequency/Severity
Con
fron
tin
g
Resp
on
se
Is Assertive Responding Effective?
Low High0
0.51
1.52
2.53
3.54
4.5
SH Frequency/Severity
Neg
ativ
e O
utc
omes
Low High0
0.51
1.52
2.53
3.54
4.5
SH Frequency/Severity
Con
fron
tin
g
Resp
on
se
Low High0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
No ConfrontConfront
SH Frequency /Severity
Neg
ati
ve
Ou
tcom
es
Effects of Coping StrategiesTa
ke L
eave o
f A
bse
nce
HI
Low
HILow SH Frequency
Do Not Confront
Negati
ve W
ork
Conse
quence
s
Source: Stockdale (1998), Psychology of Women Quarterly
Effects of Coping StrategiesTa
ke L
eave o
f A
bse
nce
HI
Low
HILow SH Frequency
Do Not Confront
Confront
Negati
ve W
ork
Conse
quence
s
Source: Stockdale (1998), Psychology of Women Quarterly
Effects of Reporting
SupportiveClimate
SHFrequency
Retaliation
Minimalization
Remedies
Job, Psychological &
Health Outcomes
Source: Bergman, Langhout, Palmieri, Cortina & Fitzgerald, 2002, Journal of Applied Psychology
Effects of Reporting
SupportiveClimate
SHFrequency
Retaliation
Minimalization
Remedies
Job, Psychological &
Health Outcomes
Rank
Male-Dominated Work Group
Source: Bergman, Langhout, Palmieri, Cortina & Fitzgerald, 2002, Journal of Applied Psychology
Some Promising Signs
In positive climates (perceptions that the organization doesn’t tolerate SH), assertive complaints are perceived as effective.
Perceptions that the reporting process is satisfying positively impacts victims’ well-being.
The solution lies with the organization
Importance of Process
Supportive
Climate
SHFrequen
cy
Retaliation
Minimalization
Remedies
Job, Psychological &
Health Outcomes
Source: Bergman, Langhout, Palmieri, Cortina & Fitzgerald, 2002, Journal of Applied Psychology
SatisfactionWith
ReportingProcedures
Process matters
Procedural fairness: The procedures used to investigate a complaint are thorough Complaint resolution procedures are transparent Complainants have a voice in the procedures
Interpersonal fairness People handling the complaint treat me with dignity and
respect Trust the people handling complaint are serving in your best
interest Informational fairness
Knowing where to find information about how to file complaint
Obtaining accurate information about outcome of the investigation
Research-Infused Strategies
Create a climate that does not tolerate SH Show that complaints are taken seriously Show that perpetrators are published
Closely monitor particularly risky environments: High percentage of male workers Traditional male occupations Masculinized/sexualized work environments
Leadership training and role modeling
Sexual Harassment Sunshine Report
# complaints received Nature of complaints
Gender harassment Unwanted sexual attention Sexual coercion
# of complaints investigated; if not investigated, why Complaint outcome statistics
Substantiated/Unsubstantiated Sanctions
Warning letters Counseling, training Reassignment Dismissal
Provide Options
Multiple reporting points Informal resolution options Mediation options
Multiple reporting options
Supervisor Some other supervisor HR/EEO office Hotlines SH advisors
Informal Response Options
Caveat: Employer has a “duty to care” Redacted/confidential report to central office
Write a letter Date(s) of offending conduct Specific facts about conduct How it affected me What I want you to do
Bystander Intervention: Friends don’t let friends endure harassment
Mediation OptionsAlternative Dispute Resolution
Settlement conference Confidential Information can’t be used in court
Neutral 3rd party Attorney/advocate may be present
Face to face vs. caucuses Solutions can run the gamut
Sincere apology Monetary compensation Resignation
Concerns about power differences
Discussion:
What do you think works or doesn’t work?
What other tangible things can employers do to end harassment?
Should we treat harassment, bullying and incivility the same?