Low levels of productivity at an enterprise can affect worker’s morale, preclude performance, and affect profit margins. Unfortunately, low levels of productivity are often the result of several inner issues that have increase throughout the years and require managers instantaneous attention; as such, sexual harassment is known as a chief result of low productivity. Sexual harassment has been a main issue affecting the hospitality industry’s productivity phase, based totally on its high outcomes on employees who have been harassed.
Employees will typically feel fear and resentment towards their employers if there is no support system in place. The result of such resentment will most often lead to low morale, an unwillingness to cooperate with management and co-workers, poor job performance and low productivity within the organization (Albano & Kleiner, 2007). Similarly, Crull (1982) in a sample of 92 women who asked and sought assist from the working Women’s Institute due to their experiencing sexually harassing behaviors of their place of work, observed that such girls skilled massive occupational pressure with terrible repercussions in their work productivity and efficiency.
Sexual harassment also presents financial, social and competitive issues for a business. Sexual harassment creates negative operating relationships which tend to damage the business enterprise, the individuals at once involved, and circuitously (other employees) inside the organization. (Gilbert et al, 1998). With this victims’ performance are affected because of the challenges that are put forth in their experiences. The incidents of sexual harassment have additionally been related to withdrawal from the employer (Gruber, 2003; Loy & Steward, 1984). Withdrawal is typically measured through work withdrawal (tardiness, neglectfulness, avoiding work obligations) and job withdrawal (turnover, or aim to leave corporation) (Hanisch & Hulin, 1990).
Employee productiveness will reduce the quantity and quality of work, reduce the willingness to cooperate and work with others, in addition, low stage of productivity is another cost of sexual harassment. In comparison Waudby and Poulson (2008) states how sexual harassment affects the organization rather than the employees. Sexual harassment value employers in many ways along with legal and economic charges, growth employee absenteeism and employee sick-days, team of workers turnover outcome to elevate fee of hiring and training new body of workers, adverse public response, employees’ productiveness decreased and lower employees’ morale.
Hersch (2015) states that the productiveness and pay of victims of sexual harassment, as well as their co-employees, are predicted to decrease if sexual harassment induces inefficient turnover, will increase absenteeism, and normally wastes work time as employees try to keep away from interactions with harassers. A similar research done by Birinxhikaj and Guggisberg (2017) agrees with Hersch (2015) that the unfavourable outcomes for victims of sexual harassment translate into a less productive environment. The costs to establishments consist of expanded turnover and absenteeism, lower individual and organization productivity, lack of control time to research proceedings, and criminal costs, inclusive of litigation expenses and paying damages to victims.
