Strategic Human Resource Management: Sexual Harassment

Subject: Employee Management
Pages: 3
Words: 587
Reading time:
3 min
Study level: Master


Many laws and policies can be used to protect the rights of employees in their workplaces. Despite numerous intentions to support the staff and create appropriate working conditions, reports on negative attitudes and behaviors among colleges, including sexual harassment, continue. Each country has its own approach and punishment for this kind of crime. Title VII of the Civil Rights Act of 1964 promotes equal rights and removes discrimination against American people regarding their colors, races, religion, and origins (Mello, 2015).

In managing sexual harassment, companies and their leaders should deal with specific problems, gather enough material, and take steps to mitigate this behavior and make sure that all the staff members are ready to control the outcomes and focus on the quality of work.

Sexual Harassment Essence

Sexual harassment usually integrates several issues and requires a clear definition to be given. Mello (2015) underlines that sexual harassment should not be limited to male/female relationships and intimacy. This form of discrimination means unwelcome and unwanted sexual behavior when a person demonstrates his/her clear rejection of such an offensive or inappropriate attitude. Being defined as sexual harassment at the workplace, a situation should not always include sexual intercourse or occur at the place of work only.

Its forms vary, including quid pro quo, the creation of a hostile working environment, during work-related events, or anywhere between people who share the same workplace (Mello, 2015). Many approaches can be interpreted as sexual harassment, and people should know how to protect themselves against unwanted letters, looks, pressure, whistling, and calls.

Impact of Sexual Harassment

The cases of sexual harassment may negatively influence both employees and employers. On the one hand, despite numerous expectations from employees and the possibilities to achieve professional goals, employers should never forget about their main responsibility to their employees that is the creation of a safe working environment with no place for discrimination and harassment. Employers who fail to meet this requirement gain bad fame and cannot find enough people for work in case of emergency. On the other hand, employees who experience sexual pressure in their workplace relationships demonstrate low achievements, decreased interests in work, and high turnover ratings. Instead of focusing on development and growth, people should search for new jobs and meet new people.

Strategies to Mitigate Sexual Harassment

To mitigate the negative outcomes of sexual harassment and predict similar situations, employers can take certain steps and encourage their people. Before, they need to remove such problems as the lack of knowledge about sexual harassment and associated policies, fear of report, and poor analyzing approaches (Mello, 2015). Management of sexual harassment includes the investigation of all allegations and cases, the promotion of unbiased and objective attitudes, the check for retaliation, and the invitation of both parties (a victim and an offender) for conversation and signing appropriate documents to avoid the repetition of similar events.

Mitigation of sexual harassment is not a single action that has its beginning and its end. Organizations promote regular meetings and discussions about why these problems may occur, and what can be done to avoid complications.


To conclude, sexual harassment can become a problem for many organizations without proper management. However, the presence of modern strategies and techniques provide employers with a good chance to choose the best options and improve the workplace. Mitigation of sexual harassment negative outcomes of employees and their leaders is the goal that cannot be neglected. Communication, open discussions, and clearly established policies turn out to be successful decisions for modern HR managers.


Mello, J. A. (2015). Strategic human resource management (4th ed). Stamford, CT: Cengage Learning.