Sexual harassment in the workplace is illegal and unacceptable. It undermines people's ability to work and feel empowered. There are various causes of sexual harassment, including socialization and power dynamics. Some men think women view harassment as a compliment. Harassment can take different forms, from excessive compliments to demanding sexual favors in exchange for benefits. Employers should adopt clear anti-harassment policies, train employees and supervisors, monitor the workplace, and take all complaints seriously to prevent sexual harassment. While perceptions vary, harassment is more likely when there is a power imbalance and can negatively impact victims in the short and long term.

1. SEXUAL HARASSMENT
AT A WORKPLACE
LECTURER : MISS NORUL HUDA
BINTI TAJUDDIN
PREPARED BY : MUHD DANIEL
CLASS : BM1115F

2. INTRODUCTION

3. Sexual harassment in any form
is unacceptable behavior and
should not be tolerated by
anyone. It undermines our
ability to study, to work, and to
feel like effective, empowered
people in the world.

5. Sexual harassment in the workplace is
illegal because it represents an
abridgment of the
victim's right to equal
opportunity, privacy, and freedom from
assault

6. CAUSES OF
SEXUAL
HARASSMENT

7. Such men often even
think that women
take their
harassment as
a compliment.
SOCIALISATION

8. In times of uncertainty, fear, limited promotion
opportunities, retrenchments, personal stress and
performance pressure, there is a real danger that sexual
trading of sexual
harassment and
favours will form part of the
power games played.
POWER
GAMES

9. MORAL VALUES,
DIVORCE &
CULTURAL
DIFFERENCES
some men and women come to work in
astate of emotional
distress that could make them
vulnerable to sexual harassment.

10. AGGRESSIVE OR
BRAVADO
Men in groups often
behave differently
from how they would
as individuals. Alone,
those men would probably be
“harmless”, or less bold.

11. The credibility of the victim is
often called into question, as it
is usually her word against that
of the harassment’s. The victim
may be very embarrassed
by the events, or afraid of
ridicule or revenge

12. TYPES OF
HARASSERS

13. MR MACHO OR
ONE-OF-THE-
BOYS
When groups of men embarrass
women with comments, or even
physical evaluation, and display
of sexually distasteful posters.
Most women experience this as humiliating
and disturbing.

14. excessive compliments
The “gallant” pays
and makes personal comments that
are out of place or embarrass the recipient. Humans
need some appreciate recognition and genuine
compliments, comments focused on the appearance.

15. The opportunist
Usually fairlypromiscuous in
his attentions to female staff,
suppliers or clients. Special
occasions are also opportunity to insist
on kisses.

16. Man insists on sexual favours in
exchange for benefits he can
dispense because of his position:
getting or keeping a job, promotion,
orders and bank overdrafts.
THE POWER-PLAYER

17. THE SERIAL
HARASSER
This person is compulsive and often has serious psychological
problems. He carefully builds up an image so that people will find
it hard to believe ill of him and strikes in private against that of a
subordinate. He can do a lot of damage before he is found out.

18. The trigger to this person's
behaviour is usually
psychological, but more
situational than compulsive.
Incidents are often linked to
specific life situations or
emotional that suppress the
higher brain functions, such as
Alzheimer's and alcoholism.
THE
SITUATIONAL
HARASSER

19. WAYS ON
PREVENTION
OF SEXUAL
HARASSMENT

20. ADOPT A CLEAR
SEXUAL
HARASSMENT POLICY
That policy should define sexual
harassment, state in no uncertain terms
that will not tolerate sexual harassment,
state that you will discipline or fire
any wrongdoers or set out a clear
procedure for filing sexual harassment
complaints.

21. TRAIN
EMPLOYEES
Review
Teach employees complaint procedure
what is sexual harassment,
& encourage
explain that employees employees to use it
have a right to a workplace free
of sexual harassment

22. TRAIN
SUPERVISORS
AND
MANAGERS
Do a separate training from
employees. The sessions should
educate managers and
supervisors about sexual
harassment and explain
how to deal with complaints.

23. MONITOR YOUR
WORKPLACE
Get out among your
employees periodically.
Talk to them about the
work environment. Ask
for their input. Look
around the workplace
itself.

24. If someone complains about sexual
harassment, manager
immediately to
investigate the complaint.
Manager response should be
swift and effective.
TAKE ALL
COMPLAINTS
SERIOUSLY

28. CONCLUSION

29. People have different perceptions of what constitutes
sexual harassment but behavior is more likely to be
seen as harassment if there is a power difference
between the person being harassed and the harasser.
Women are sometimes reluctant to label their own
experiences as sexual harassment because they do not
think they are serious enough; this obviously has
implications for research which seeks to clarify the
prevalence of the problem. But sexual harassment does
have a negative impact both in the short and long term.

30. REFERRENCES
1)(Sherwyn, D., & Tracey, J. B. (1998). Sexual- harassment
liability in 1998—goods news or bad news for employers and
employees? The Cornell Hotel and Restaurant Administration
Quarterly, 39(5), 14-21. doi: 10.1016/s0010-8804(98)89033-2
2) Dobbin, F., Kelly, E.L. How to stop harassment: Professional
construction of legal compliance in organizations (2007)
American Journal of Sociology, 112 (4), pp. 1203-1243. Cited 34
times.
3) Baker, D.D., Larntz, K., Terpstra, D.E. The Influence of Individual
Characteristics and Severity of Harassing Behavior on Reactions to
Sexual Harassment (1990) Sex Roles, 22 (5), p. 305.
4) Adams-Roy, J., Barling, J.Predicting the decision to confront or
report sexual harassment 1998) Journal of Organizational
Behavior, 19 (4), pp. 329-336. Cited 26 times.