Sunnydale

Chaos and challenging environments can contribute to bad behavior in adults and adolescence. In the workplace, the majority of employees go to work every day wanting to do their job to best of their ability. Most take pride in their work, look for a way to advance up the corporate ladder, or just want to feel accomplished. A chaotic workplace mixed with bad management create abusive behavior. In the article, “ Power, Status and Abuse at Work” by Steven H. Lopez et al. the key to harassment in the workplace is that it is caused by chaos and working in an environment without organizational structure and procedures. “...two such organizational features that can create motivations for potential perpetrators [of harassment]: chaotic organizational

Everyone that goes to work expects to go to a place where they will not be harassed and will work in a friendly and fair environment. There are many instances of a hostile work environment, including sexual harassment, bullying, and berating due to religion, just to name a few. Likewise, there are instances where employees may think they are dealing with a hostile work environment when in fact they are not, such as rude and obnoxious coworkers. Employees and companies alike should be aware of what constitutes a hostile workplace environment, harassment, etc., so as to avoid any possible litigation.

The Equal Employment Opportunity Commission sued Mitsubishi Motors in April of 1996 in regard to claims of widespread sexual harassment at the company’s plan in Normal, Illinois. “The lawsuit contends that as many as 700 women were subjected to groping and sexual remarks, creating a "hostile and abusive work environment" that went unchecked for years at the Mitsubishi Motor Manufacturing of America plant” (“U.S. Charges,” 1996). It is despicable that situation like this was allowed to happen and perhaps even more astonishing is the magnitude at which it took place. While most of the harassment “came from male assembly line workers or low-level managers,” high-level managers at plant knew of the offenses and allowed them to take place without consequences (“U.S. Charges,”

The decade following the Second World War brought about a new sensation of the ‘perfect housewife' and her duties at home. Men being drafted and shipped oversees during World War II had taken a lot of women out of the kitchen and put them into the workplace. This was the biggest movement thus yet of women changing roles in society and moving away from domestication. This movement was thwarted by returning soldiers, their moving back to the workplace, and the repositioning of women in the home. The baby boom followed the Second World War, furthering the encouragement of women to stay home and be the ideal mother and wife. Television greatly reflected this attitude. Sitcoms about the ideal family emerged left and right. Shows like

Harassment has no boundaries when it comes to race, age, or gender. As mentioned previously, there are sometimes underlying problems when it comes to lower-status positions and high-status positions. Power can be dangerous in the hands of the wrong person and can often be said in the workplace where power can lead to sexual harassment. Debbie Dougherty, an assistant professor of communication in the College of Arts and Science at the University of Missouri-Columbia, did an assessment based on opinions and perceptions of 23 participants. The study was focused around the question “why does sexual harassment occur?” and the most common answer that came up was “power.” One thing Debbie noticed was the fact that men and women had different opinions

Work place policies regarding sexual harassment is the main issue discussed in this article. Sexual harassment has continued to be a challenge within the workplace. According to a recent review of sexual harassment related resolutions, employers have paid over $732,976.00 in sexual harassment fines (Hobson, Szostek, & Fitzgerald, 2015). The EEOC has issued written guidelines for appropriate strategies employers should use to handle workplace sexual harassment and specific ways to address it. It is the employer’s duty to proactively work to protect all employees from any type of sexual harassment by following sexual harassment policies and procedures that are put in place. Failure to implement and follow the policy and procedure in the workplace can and most likely will lead to liability should an EEOC investigation or lawsuit occur. The employer needs to disperse copies of the policies and procedures and post them in central locations throughout the organization and address sexual harassment in the employee handbooks. The policy and procedures need to clear

Imagine being a female officer working in a male dominated environment where the male officers tell sexually explicit jokes in the hallway. Supervisors play a pivotal role in managing a productive diversified workplace (Miller & More, 2011). All employees should feel at ease while in their work environment (Miller & More, 2011). Officers tend to get comfortable in how the department operates and expect things to continue to function in the same way. Supervisors must counteract harmful or undesirable actions or behaviors immediately when an employee becomes difficult to work with or display unsuitable behavior, which can impair the effectiveness of the officer (Miller & More, 2011). Supervisors deal with a variety of employee behavior; however, supervisors must be fair and competent when evaluating employees’ behavior (Miller & More, 2011). Change is inevitable; however, it is necessary to the growth of a law enforcement agency (Miller & More, 2011).

Since there has been a rise in unfavorable treatment incidents when corporate psychopaths are in the workplace, it has also caused an increase in negative effects for organizations. Such negative effects include an increase in bullying (Boddy, 2014), counterproductive work behavior, harassment, employee absenteeism and healthcare costs for organizations by these individuals that display these toxic behaviors. Consequentially, even though there is an increase in these toxic and counterproductive behaviors in the workplace, there have not been solutions established to determine how to prevent these behaviors. Some suggestions to avoid these behaviors include improving screening and selection procedures before hiring these individuals. Providing coaching or leadership

In order to propose an effective intervention aimed at increasing the number of female corrections officers who self-report experiencing sexual harassment from other male officers, one must first look at the strategies that already exist to help with this problem. It is also important to note that the existing interventions try to reduce sexual harassment in the workplace, not increase the number of reports made about the harassment. Additionally, a few strategies seem to exist for workplace sexual harassment in general, but none is specific to sexual harassment in the corrections setting. However, it is still important to address the existing interventions in order to make the new intervention as effective as possible.

It is a serious offence and it is our job as human relations professionals to remain impartial and follow the proper steps to investigate the incident or better yet prevent it from happening in the first place. Preventing sexual harassment can be done by bringing the subject of sexual harassment to light and while doing so, express harsh disapproval of it. Additionally they should develop applicable sanctions and notifying employees that they have the right to raise the issue of harassment and how to educate the employees on the issue of harassment under Title VII. Furthermore, the managers and supervisors should always be aware of the work environment and the possible difficulties of sexual harassment in their company. They must also lead by example by emulating a zero tolerance behavior, making a clear communication to the employees of the business’s sexual harassment policy and handling promptly and efficiently any issues that involve sexual harassment ("Types of Sexual Harassment | LegalMatch Law Library,"

Based on the findings of the company TNA it was determined that there was a need for sexual harassment training of employees and supervisors. In the training on sexual harassment the areas covered were how to handle cases of sexual harassment, knowing if you were sexually harassed, and how to report harassment. Organizational results are the changes in key outcomes for the organization that can be linked to the training (Blanchard 2013). Training provided to employees

In order to enhance White Cap, Peter Browning needed to create new psychological contracts with his employees and peers (0 – 2 months). These contracts would represent the mutual beliefs, perceptions, and informal obligations between Peter, White Cap and their employees. Peter would change the existing contract so that people felt the new contract was just an enhancement. This would transform the old mindset and replace it with a new one. It is essential that Browning also communicate to employees the current status of White Cap’s vulnerabilities with its competitors (0 – 6 months). This would change the employees’ assumption that White Cap would be number one

As seen in the case study, a court decision may be one way for any company to legally define what constitutes sexual harassment in the workplace, but there are many ways to define sexual harassment. Everyone has different views and tolerance levels towards sexual harassment. When a case of sexual harassment occurs in a workplace, however, it comes down to how the courts define sexual harassment. The Supreme Court defines sexual harassment to be unlawful in two ways. “The first type involves sexual harassment that results in a tangible employment action;” this is referred to as quid pro quo. For example, if an employee complies with the harasser’s request, then she will get a raise. This unlawful act is usually presented in the workplace by a person who has an upper hand, such as a manager, to ensure that s/he will get what s/he wants. Employees are often victimized by fear that they will not get promoted or that they will get fired. They also dread that if a complaint is filed, it will not be handled correctly. “This instance of sexual harassment always involves another violation of employee rights; [sic] wrongful termination.” This would occur, for instance, when “a supervisor . . . tells a subordinate that . . . she must be sexually cooperative with [him] or . . . she will be fired, and who then indeed does fire the subordinate for not submitting” (“U.S. Supreme Court Defines”). [schwinlaw.com]

Kellie Stephens provides exemplary training and development programs. She and the company’s goals are to provide in-house training seminars with up-to-date sexual harassment and safety procedures. She also understands the need for management training including people skills which include “communities of practices”, “snack and chat”, and consistent implementation of PAC policies. Communities of practice continue growing in its efforts with different departments coming on board with the program. Snack and chat gives employees the opportunity to discuss and be heard about their ideas with which to continue PAC’s performance. The managers including Dick Remington and Gary Stephens are not accepting of the proper procedures with which PAC’s Code of Ethics consist of. These are a few to the many who are accepting of the proper training procedures. Training can always use improvements with learning how to learn in mind. Each individual person learns differently. Developing action plans for managers and employees who have completed training which provides continued efforts for encouragement and feedback. Individuals who display success with learning techniques and reach desired goals within the action plan will become the coaches and role models for new trainees. With simple in-house developments on training, we as a company can continue to succeed with the goals of

This can often be found in a workplace whereas for example, a person of a higher role such as a manager could offer one of his female employees a promotion if she is willing to engage in his sexually unwelcome behaviour or making comments about her sex life which can cause a hostile workplace environment. Sexual harassment is defined as an unwelcome behaviour of a sexual nature and when in a workplace can be referred to as quid pro quo, which basically means ‘you give me what I want, I’ll give you what you want’. It is believed that “Sexual misconduct has emerged as a widespread problem throughout the criminal justice system as indicated by law enforcement officer sexual assault incidents in various cities and the findings of the recent National Prison Rape Elimination Act Research Commission” (Implications for Criminal Justice from the 2002 and 2006 Department of Defense Gender Relations and Sexual