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Sexual Harassment Training Focused Solely on Protecting Organizations From Lawsuits Won't Change a Toxic Culture for Women to an Inclusive One
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Author(s): Darrell Norman Burrell (The Florida Institute of Technology, USA), Shanel Lu (Post University, USA), Preston Vernard Leicester Lindsay (University of Maryland, USA), Sharon L. Burton (Grand Canyon University, USA), Roderick French (George Mason University, USA), Aikyna Finch (American Public University, USA), Quatavia McLester (Chicago School of Professional Psychology, USA)and Delores Springs (Rutgers University, USA)
Copyright: 2021
Volume: 1
Issue: 1
Pages: 14
Source title:
International Journal of Public Sociology and Sociotherapy (IJPSS)
Editor(s)-in-Chief: Dieu Hack-Polay (University of Lincoln, United Kingdom)and Fahri Özsungur (Mersin University, Turkey)
DOI: 10.4018/IJPSS.2021010102
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Abstract
The location where workplace sexual harassment occurs points to the importance of workplace structures and practices for the precipitation of sexual harassment. In fact, some of the current theoretical explanations of sexual harassment focus primarily on organizational features that may facilitate sexual harassment, such as hierarchies and organizational cultures. Organizational literature suggests that in recent decades there has been a trend toward increased use of organizational practices that might empower workers, make organizations more inclusive, and constructively change organizational cultures through interventions. Assumptions about men and women contained in hegemonic gender beliefs can become embedded in organizational structures, authority lines, job classifications, institutional rules, and employee interactions. This paper explores these notions through a case study of an organizational intervention and a content analysis of the literature.
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