Harassment issues in the hospitality industry (part 2)There are two types of sexual harassment: ‘quid pro quo’ and ‘hostile environment’. Quid pro quo, or ‘This for that,’ harassment is when a manager or supervisor either promises to give someone a better position, enhanced pay, or some other improvement in a job or working conditions, or else threatens to fire, suspend report, or otherwise do damage to someone's position or reputation - in exchange for sexual favours. ‘Hostile environment’ harassment occurs when verbal or nonverbal behaviour or statements are directed by a co-worker or associate at the sexuality of another person; actions such as depicting sexual behaviour, suggestions, gestures, comments, images, or other conduct which are unwelcomed, are severe and pervasive enough to unreasonably interfere with an employee's work performance, and create an intimidating, hostile or offensive work environment.
Workplace harassment or bullying is a particularly serious and growing worldwide phenomenon. Yet, there is little awareness and even less legal protection against it. The true extent of harassment – be it sexual or otherwise, is often camouflaged by the deception of silence which veils the issue, often with the victim, unable to tolerate it any longer, leaving the organisation as a means of escape – without providing the exact reason for doing so. Establishing which behaviours represent sexual harassment is perhaps the most complicated and contentious aspect of the issue.
Research indicates that there are many variable factors that contribute towards determining both impact and perception of sexual harassment. These include gender, the hierarchical status of the person who carried out the offence and the education level of the victim. The research goes on to suggest that the more educated the employees are, the less tolerant they become. In general, companies that accept sexual teasing, jokes and remarks may hide a hostile work environment, where perpetrators are seen as benign ‘Romeos’ rather than wrongdoers. It is not unusual for top managers to mask elements of sexual harassment by making a subordinate become the butt of their crude or lewd innuendo. What appears as harmless entertainment to them may be viewed as offensive to the subordinate; who if he or she were to protest, may in all probability be told, ‘If you can't deal with it, don't do this job.'
The Economic Costs
Maintaining a steady and happy workforce is a critical success factor in sustaining a competitive edge. The hotel industry in particular is facing intense staff turnover and a plummeting supply of workers. Unlike workers in other sectors and society-at-large, recent research indicates that hotel and airline employees experience more sexual harassment, although the extent of harassment is not fully known.
The tourism industry hires a fair number of women, especially in the lower levels. They tend to be young, posses minimal formal education and lack confidence when dealing with people with authority. Working long and irregular hours, often involving weekend shifts, experiencing cycles of intense activity and slack periods, their position in the workplace is vulnerable. They are also, contrary to ‘lip service’, viewed by many, as the least important employees in the workplace. Continually having to be polite and friendly towards all types of customers, and the lack of power to control or be heard in one’s own working surroundings can lead to a feeling of burnout and isolation. Any form of harassment is therefore likely to be the ‘trigger’ to leave the workplace. Worse still is when the employee may withdraw psychologically, pretending to ‘being nice to the customer’ whilst displaying characteristics of total apathy.
An in-depth study reveals that most of the harassment in hotels is perpetrated by immediate supervisors and co-workers and recommends a two-pronged approach. Firstly; that management's focus should be on prevention rather than on perpetual ‘denial’ - chiefly to avoid bad publicity or potential law suit whenever it is brought up to their notice. Secondly; that hospitality educators have a responsibility to include awareness programs to enable young students, industry employees and employers to be steadfastly intolerant of sexual harassment.
Workplace climate is a key factor in having employees stay in your organization. The "climate" of a workplace refers to the emotional tone, the vibe and energy in the environment where you work. Walk into an organization where there is a very positive and enthusiastic energy, and you observe quickly, something very different. People seem happy and more productive. On the flipside, walk into an operation where there is a strong negative undercurrent, and you will most likely notice it fairly quickly. Add the toxic impact of harassment and bullying - It’s almost like you've just been struck by a hard blow.
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