Sexual harassment has negative effects on organizations as well as individuals especially the victims. For this reason, effective manager fulfills their legal responsibility and ethical obligation in the protection of employees from hostile working environments. Sexual harassment is a threat to organizations and individuals because, it entails power, as individuals manipulate and control others (Greenberg 2011). For this research, the effects of sexual harassment on organizations and individuals are discussed, due to its ability to have a profound impact on the working environment.
Sexual harassment in this context implies a hostile environment or quid pro quo harassment. A hostile environment implies sexual harassment entailing patterns of offensive conduct that interfere with a person’s job performance and which creates an intimidating working environment (Bowling and Beehr 2006). On the other hand, quid pro quo harassment involves the conditioning of material employment benefits for sexual favors (Lunenburg 2010). The problem with all forms of sexual harassment is the handling and elimination of forms, given that sexual harassment is subjected to varied interpretations and perceptions. This implies that those trying to resolve issues arising from sexual harassment face diverse cases complicated by different views of the victim, offender, or any other party involved. The second problem of sexual harassment identified by Lunenburg (2003) is the presence of diverse views of men and women on the matter (4). Gender perspectives offer different views and therefore, present different definitions for sexual harassment. This is because women have been found to perceive a broad range of actions as sexually harassing than men will. These differences are of importance since they determine how individuals and management define sexual harassment and hostile environment and consequently, the presentation of effects (Wilson 2003).
According to the commission of the European Union (1991), sexual harassment corrupts the workplace environment and has devastating effects on the confidence, health, performance, and morale of the affected (1). Sexual harassment produces anxiety and stress, which often leads an individual to take time off work owing to sickness and reduced productivity. An individual employee involved in sexual harassment will suffer short-term effects, while the organization faces long-term damages if such employees’ efficiency reduces or they seek employment elsewhere (Commission of the European Union 1991). Therefore, effects of sexual harassment transcend across the board, as influences on individuals translate to effects on the organization. Effects to the individual which affect organizations include staff leaves, resignation, and lack of concentration on job assignments, which influence the performance of an individual (Commission of the European Union 1991). This is because the reduction in individual performance, translates to a direct impact on the profit margin of the organization, following the reduction in productivity due to a harsh working environment that does not respect the integrity of individuals.
Sexual harassment and hostile working environments have adverse effects on the physical, mental and psychological health of the individual. Individuals may suffer from low self-esteem and suffer from stress-related issues that affect their private and work life. Moreover, sexual harassment and hostile working environments have negative effects on the psychology of the individual for depression, emotional stress and anxiety occur (Ilies, Hauserman, Schwochau, and Stibal 2003). These psychological effects can be manifested on the physic of the individual in form of weight loss or weight gain, lack of sleep, headaches, and increased appetite. Often, these are symptoms associated with sexual harassment and which have been linked by psychologists as leading causes of poor job performance. Individuals suffering from these effects will begin experiencing a lack of job satisfaction as they despise and avoid their hostile workplace (Ilies et al. 2003). Additionally, as Willness, Steel, and Lee (2007) reported, individuals, experiencing effects of sexual harassment lead to reduced group productivity in their working groups (127). This is because individuals’ behavior and emotions cause negative attitudes towards fellow employees and managers. Negative attitudes are then reflected in the entire group as group attitude is also reduced (Wellness, steel and Lee 2007). In the process, organizational behavior becomes negative from a hostile working environment created by sexual harassment, as there is a lack of respect between coworkers and managers.
Another important aspect of hostile working environments, which affects both individuals and organizations, is the presence of sexual relations or workplace romances. These are mutually desired sexual relationships that occur between two individuals. According to Powell (2011), these relationships like sexual harassment equally hurt the performance of an individual and the organization as a whole. This is because they affect the mental and psychological state of an individual, which directly affects their workplace relations and production (Powell 2011). When such relations fail, the workplace becomes hostile from animosity and jealousy between the two individuals, which is also reflected in their colleagues.
In conclusion, workplaces are affected by individuals’ mental, physical and emotional wellbeing. Therefore, since sexual harassment negatively affects these facets, it reduces the performance and output of an individual. This reduction in performance has been linked with the reduction of performance of the organization as a whole.
Reference List
Bowling, N. A., and Beehr, T. A. (2006). ‘Workplace Harassment from the victim’s perspective: A theoretical model and meta-analysis.’ Journal of Applied Psychology 91, 998-1012.
Commission of the European Union (1991). ‘Protection of the Dignity of Women and Men at Work.’ Commission of the European Union journal L49 of 24.02.1992.
Greenberg, J. (2011). Behavior in organizations (10th Ed.) Upper Saddle River, NJ: Prentice-Hall.
Ilies, R., Hauserman, N., Schwochau, S., & Stibal, J. (2003). ‘Reported incidence rates of work-related Sexual Harassment in the United States: Using meta-analysis to explain reported rate disparities.’ Personnel Psychology 56, 607-631.
Lunenburg, F.C. (2010). ‘Sexual Harassment: An abuse of Power.’ International Journal of Management, Business and Administration 13(1) 1-7.
Powell, G. N. (2011). Women and Men in Management. Thousand Oaks, CA: Sage Publishing.
Willness, C. R., Steel, P., & Lee, K. (2007). ‘A meta-analysis of the antecedents and Consequences of Workplace Sexual Harassment.’ Personnel Psychology 60, 127-160.
Wilson, F. M. (2003). Organizational Behavior and Gender (2nd edition). London, UK: Ashgate Aldershot.