IN recent months, my articles have concentrated on exploring business operations, business theories and models, and pressing industry issues. This is the first time that I will zero-in on a human resource management ethical issue, and actually a very entrenched issue here in the Philippines despite of multiple advocacies and legislations that we currently have—sexual harassment that transpires in the workplace. This unethical issue in the workplace has been very prevalent and very difficult to exterminate due to the presence of power imbalances from which it usually emanates.
Harassment in general could be in various forms: sexual harassment, verbal harassment, physical harassment, psychological or emotional harassment and retaliation. Differentiating between an ordinary harassment from sexual harassment is relatively easy since for it to become sexual harassment, it should be sexual in nature. But what about the difference between “sexual harassment” and “sexual harassment in the workplace”?
There is no such “thin line” that separates an ordinary sexual harassment from sexual harassment in the workplace, actually, these two exude a very huge difference. To conceptually define sexual harassment in the workplace, it refers to unwelcome conduct that creates a hostile, intimidating, or offensive work environment or interferes with an individual’s ability to perform their job.
For us to thoroughly understand the difference between the two, let us talk about the elements of workplace harassment. These elements are also the differentiating factors of workplace harassment from an ordinary sexual harassment: relationship, unwelcome act, impact on work and power dynamics. These four elements should be met first, and conditions that must be satisfied, for it to qualify as a workplace harassment.
Relationship is the first element that talks about work, training, or authority-based connection; meaning, in order for a harassment to take place in workplaces, there should be a work-place connection or relationship that exist between the offender and the victim. A manager offending a rank and file employee but not a casual employee harassing its supervisor (although the second is very uncommon in workplaces).
Second condition is that it should be an “unwelcome act” meaning the act is sexual in nature which is offensive and unwanted by the victim. Third, there must be a moral ascendancy on the part of the perpetrator over the victim—meaning the perpetrator holds a position of authority or influence that makes it easier to solicit sexual favors, as the victim may fear retaliation or negative consequences. This imbalance of power creates a coercive environment, where consent is compromised by the threat—explicit or implied—of losing opportunities, job security, or professional standing.
And lastly, the impact on the work of the victim of the harassment inflicted by the perpetrator. Because the act is unwelcome and accompanied by fear of retaliation, it fosters a hostile and intimidating work environment. Over time, this can take a toll on the employee’s emotional well-being, reduce job satisfaction, and lead to decreased productivity and engagement.
Now, the next time that you feel that you are being harassed, I hope you will be able to tell whether it is a workplace harassment.|
