Turning the Tide: Building Resilience Against Workplace Harassment

(Golshan, 2017)

Bullying and harassment at work continue to be major aspects of working life, even despite greater awareness and regulation regarding the matter. Harassment by coworkers, supervisors, or superiors is a possibility for employees, and it almost always has detrimental effects on both people and companies. Although it is a type of workplace harassment, sexual harassment is not the only kind; research indicates that non-sexual types of workplace harassment are more prevalent than sexual harassment (Richman et al., 1999). 

Women face high rates of harassment in male-dominated fields like construction, where they are considered outsiders. Harassment can also flourish in service-oriented fields where companies are dependent on referrals and client endorsements. Customer conduct has also been reported to have an effect on how managers handle their staff. Low-wage workers, such as agricultural workers or hotel cleaners, are particularly vulnerable to harassment since they lack the negotiating leverage to say no (Golshan, 2017).

Various forms of workplace harassment

Bullying at work 

Bullying at work occurs when an individual or group intimidates another, usually to start a reaction that supports the bully. This could include using derogatory language or an unprofessional tone, physically attacking an employee, threatening coworkers or subordinates, and harassing them to make them feel indispensable.

(Clegg, 2022)

Discrimination based on race or gender

Even with the ongoing awareness campaigns against racial discrimination, several workplaces do practice it. Due to their gender, sexual orientation, or race, some people receive unfair treatment. For example, due to discrimination, certain employees will not be given the chance to lead projects. People will occasionally say how much they detest particular groups of people by speaking negatively about them, avoiding conversation with them, and refusing to use the same elevators as them (Fenton, 2019).

Sexual abuse

It should never be acceptable to tolerate sexual harassment at work. Sadly, certain offices continue to experience it. When a worker makes unwanted sexual attempts toward a coworker, this occurs. It encompasses offensive sexual remarks, malevolent physical contact, and other inappropriate body language. Workers must always keep in mind that harassment of any kind is unacceptable and that they should never participate in it. It can result in legal action and is illegal (Homann, 2022).

Fostering a positive work environment

By encouraging an environment of respect, transparency, and responsibility, resilience enables HR professionals to proactively confront and prevent harassment. Human resource management (HRM) practitioners may reduce the likelihood of harassment, foster a positive work environment, and preserve organizational values by encouraging resilience in leaders and employees. Furthermore, resilience gives HR professionals the abilities and perspective required to properly handle harassment allegations, carry out in-depth investigations, and put preventative measures in place. In the end, putting resilience first in HRM is a proactive move toward building more secure, welcoming environments where harassment is not accepted.

To help employees acquire specific methods that might increase their ability to cope with and protect themselves from unpleasant situations at work, it would be useful to support personal development programs. Programs that build social support networks and cultivate a good work environment to enhance resilience. However, it's important to keep in mind that organizational interventions based on rules to combat workplace bullying should come first because they have the most ability to shape the creation of a safe working environment. Conversely, businesses could consider employees' resilience during the hiring process or as a skill that can be measured by performance management systems (Meseguer-de-Pedro et al., 2019).

To sum up, HRM professionals need resilience to successfully navigate the intricacies of the contemporary workplace. It makes it possible for HR professionals to successfully serve the firm and its people while also adjusting to change and overcoming obstacles. HRM experts can promote employee well-being, avoid workplace harassment, and create a positive work culture by cultivating resilience both internally and externally inside the firm. In the end, putting resilience first in HRM enhances the HR role and supports businesses in thriving through hardship.

Reference list

Clegg, A. (2022). Commentary: Bullying at work — why it happens, who gets it worse, and what can be done. [online] Today. Available at: https://www.todayonline.com/commentary/commentary-bullying-work-why-it-happens-who-gets-it-worse-and-what-can-be-done-2010401.

Fenton, M.K. (2019). Top 4 Examples of Discrimination in the Workplace. [online] Wenzel Fenton Cabassa, P.A. Available at: https://www.wenzelfenton.com/blog/2019/08/12/4-examples-of-discrimination-in-the-workplace/.

Golshan, T. (2017). Study finds 75 percent of workplace harassment victims experienced retaliation when they spoke up. [online] Vox. Available at: https://www.vox.com/identities/2017/10/15/16438750/weinstein-sexual-harassment-facts.

Homann, M. (2022). How Companies Can Prevent Sexual Harassment in the Workplace. [online] EQS Group. Available at: https://www.eqs.com/compliance-blog/sexual-harassment-workplace/.

Meseguer-de-Pedro, M., García-Izquierdo, M., Fernández-Valera, M.M. and Soler-Sánchez, M.I. (2019). The role of Resilience between Workplace Bullying and Health: A Mediational Analysis. Journal of Work and Organizational Psychology, 35(3), pp.177–182. doi:https://doi.org/10.5093/jwop2019a16.

Richman, J.A., Rospenda, K.M., Nawyn, S.J., Flaherty, J.A., Fendrich, M., Drum, M.L. and Johnson, T.P. (1999). Sexual harassment and generalized workplace abuse among university employees: Prevalence and mental health correlates. American Journal of Public Health, 89(3), pp.358–363.