Sexual Harassment in the Workplace

Ethics and Workplace Relationships

Ethics is an essential element, and it will guide the internal and external relationships in organizations. The better the relationship between employees, the stronger the bond and that will improve their productivity.

Sexual Harassment as a Concern

Despite business ethics being advocated in most organizations, issues such as sexual harassment remain a topic of concern. In today’s world, it is a vice that goes against workplace ethics. According to the Equal Employment Opportunity Commission (EEOC), workplace sexual harassment is unwelcome sexual advances or conduct of sexual nature which unjustly interferes with a person’s job performance or creates an intimidating, hostile, or offensive working environment (Weiss, 2014). It can be verbal or physical or both; ranging from offensive jokes of sexual character to inappropriate touching. These unwelcome advances can be perpetrated by anyone in the workplace, persons in authority or co-workers. Men are known to be the most doers of this vice, however surprising enough women have also taken up the culture. Both men and women have been victims of this crime, and it is a requirement for the governance of any workplace to enforce business ethics that create a healthy and conducive working environment (Pateman, 2014).

Effects of Sexual Harassment

The effects of sexual harassment can have serious consequences both to the victim and other employees especially women who experience it second-hand. The person who is harassed risks losing the job or a chance for a promotion if he or she refuses to give in to sexual demands of the person in authority. In other cases, co-workers may use sexual words or gestures that make others workers uncomfortable making the working conditions unfriendly, so they are less focused which leads to less productivity. Sometimes, sexual harassment can affect the emotional or mental health of an employee (Morral, 2016). He or she ends up being unproductive because most of the time and energy is spent replaying the harassment episodes on the head or avoiding the harasser. He or she may also arrive late and leave early and will end up giving excuses to avoid the situation. The employee even loses self-confidence and becomes less outspoken especially during meetings where she or he does not share new ideas or suggestions. Poor working conditions lead to less productivity, and an organization may encounter a loss if the employee leaves the job.

A Case Study: Mitsubishi Motor Manufacturing of America Inc.

Take the case of Mitsubishi Motor Manufacturing of America Inc. (MMMA, a subsidiary of Mitsubishi Motors Corp.). A lawsuit was filed against this company by EEOC in 1996, claiming cases of sexual harassment of over 300 women working at a plant in Illinois (Carney, 2002). More precisely, it was accused of tolerating a sexualized working environment and failing to respond adequately to complaints made by women employees regarding harassment since 1988. It manifested through obscene graffiti, indecent exposure among male workers, attendance of managers in ’audience participation’ sex bars, and verbal and physical assaults against women. Two years later, a settlement was reached between MMMA and EEOC, which had sued the company to compensate the women and to stop the harassment of women. MMMA paid $34 million in compensation for the women. Additionally, the company agreed to take a ’zero tolerance’ policy towards sexual harassment that included revision of existing company policies and procedures and commitment to certain complaints procedures and sexual harassment training. The company’s compliance with these terms was subject to evaluation and reports provided by an independent panel.

Preventing Sexual Harassment

The first way the organization can avoid this negative behavior is by developing an excellent corporate culture. Organizations would need to create policies that protect the employees, and that would start at the managerial level. Those in leadership positions also need to lead by example. The second way would be the punishment of the offenders. Punishing the wrongdoers would help employees adhere to good moral ethics to avoid the repercussions. That would include making them lose their jobs or prosecuting them in a court of law. Another way is the promotion of ethical values among the employees. Employees would need to understand their code of ethics to prevent any manipulation or wrongdoing (Bowie, 2017). Making them aware of their rights would go a long way in ensuring sexual harassment would not be practiced in the workplace.

Conclusion

I would rate the ethical practices adopted by Mitsubishi Motor Manufacturing of America Inc. as excellent. That is because the final reports made by the independent panel on MMMA’s compliance performance showed significant progress and proactivity in fighting sexual harassment. Sexual harassment is a vice that does not discriminate, regarding gender or type of employment. The immediacy of reporting and proper complaints procedures is the best method to deal with this vice.

References

Bowie, N. E. (2017). Business ethics: A Kantian perspective. Cambridge University Press.

Carney, S. K. & Hughes, J. M (2002). Automakers struggle to stem harassment: Part 1- Race, sex complains persist [USA]. Detroit News.

Morral, A. R., Gore, K. L., & Schell, T. L. (Eds.). (2016). Sexual assault and sexual harassment in the US military: Investigations of potential bias in estimates from the 2014 RAND military workplace study, 4. Santa Monica, CA: Rand Corporation.

Pateman, C. (2014). Sexual contract. Hoboken, NJ: John Wiley & Sons, Ltd.

Weiss, J. W. (2014). Business ethics: A stakeholder and issues management approach. Oakland, CA: Berrett-Koehler Publishers.