- List of Figures
- List of Tables
- List of Contributors
- Theorizing Gender-and-Organization: Changing Times…Changing Theories?
- Disturbing Thoughts and Gendered Practices: A Discursive Review of Feminist Organizational Analysis
- Organizations as Symbolic Gendered Orders
- Was will der Mann?
- Feminism, Post-Feminism, and Emerging Femininities in Entrepreneurship
- ‘Meaning That Matters’: An Organizational Communication Perspective on Gender, Discourse, and Materiality
- Female Advantage: Revisited
- The Rocky Climb: Women’s Advancement in Management
- Leadership: A Matter of Gender?
- Negative Intra-Gender Relations between Women: Friendship, Competition, and Female Misogyny
- Sex, Gender, and Leadership: What Do Four Decades of Research Tell Us?
- Gendered Constructions of Merit and Impression Management within Professional Service Firms
- Gender and Careers: Obstacles and Opportunities
- The Glass Cliff: Examining Why Women Occupy Leadership Positions in Precarious Circumstances
- Power and Resistance in Gender Equality Strategies: Comparing Quotas and Small Wins
- Sexual Harassment in the Workplace
- Organizational Culture, Work Investments, and the Careers of Men: Disadvantages to Women?
- Challenging Gender Boundaries: Pressures and Constraints on Women in Non-Traditional Occupations
- Contextualizing Men, Masculinities, Leadership, and Management: Gender/Intersectionalities, Local/Transnational, Embodied/Virtual, Theory/Practice
- Masculinities in Management: Hidden, Invisible, and Persistent
- Masculinity and Sexuality at Work: Incorporating Gay and Bisexual Men’s Perspectives
- Doing Gender Differently: Men in Caring Occupations
- Masculinity in the Financial Sector
- Masculinities in Multinationals
Abstract and Keywords
This chapter explores the current literature relating to sexual harassment (SH) in the workplace and provides a model which can be adapted for use in organizations to help overcome the problems of SH. Understanding individuals’ and collective perceptions of SH is crucial, particularly because individuals define SH differently and a victim may have problems with labelling sexually harassing behaviours. Even when a victim defines their experience as SH, the victim’s only route to report the SH may be through the hierarchical system which has actually perpetuated the SH. The model presented in this chapter emphasizes the importance of taking a consultative and participatory approach to SH and the importance of monitoring and evaluation, advocating a proactive rather than a reactive strategy to SH policies and procedures.
Sandra L. Fielden is Senior Lecturer in Organizational Psychology at Manchester Business School at the University of Manchester, and a Chartered Occupational Psychologist. This year she was involved in the Cabinet Office’s campaign for the promotion of diversity on public boards. She is well published with numerous journal papers and book chapters and co-editor of three books and one recently published authored book Minorities in Entrepreneurship (with M. J. Davidson and G. Wood).
Carianne Hunt is Knowledge Transfer Research Fellow for the Collaboration for Leadership in Applied Health Research and Care (CLAHRC) for Greater Manchester. She has worked on research studies examining equality and diversity in the workplace and female entrepreneurship.
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