research-infused strategies for responding effectively to sexual harassment peggy stockdale...

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?