Environmental controls

Environmental controls involve physical aspects of the work environment that place constraints on various types of mistreatment, and organizations often use these measures to signal unacceptable behaviors (OSHA, 2004). Examples of environmental controls include prominent lighting, strict security measures, and separation of workers from harmful customers. The visibility of these interventions may serve as deterrents for perpetrators who may be more easily caught, which may subsequently reduce harassment.

Due to the highly visible nature of environmental controls, organizations have used these measures to signal acceptable behavior (OSHA, 2004). Environmental controls, such as employee monitoring, can promote ethical behaviors by increasing the risk of consequences (Lawrence & Robinson, Reference Lawrence and Robinson2007). Without environmental controls, employees may believe that the chances of being caught are slim, which may increase the likelihood of sexual harassment behavior continuing.

Additionally, employee monitoring is associated not only with more desirable behavior but also fairness perceptions (Zoghbi-Manrique-de-Lara, Reference Zoghbi-Manrique-de-Lara2011). Although some attempts to control behavior can result in distrust and even more deviance (e.g., Sims, Reference Sims2010), monitoring was found to both reduce undesirable behavior and increase performance due to equity perceptions. That is, employees were more likely to believe that punishments were fair and based on objective observations. It is likely, therefore, that environmental controls are effective in reducing sexual harassment by ensuring that safety threats are caught, as well as creating a climate in which sexual harassment is not tolerated and monitoring systems are perceived as fair. This climate can provide a more supportive environment for training and employees may be more attentive during training when they know that the organization values employee well-being.

Administrative controls

In addition to environmental changes, organizations can implement administrative controls. Administrative controls embed prevention methods into organizational policies and documents (NIOSH 1995; Reese, Reference Reese2008). Specifically, many organizations have guidelines that protect employees from discrimination, violence, and other forms of mistreatment. Reviews of sexual harassment antecedents have found that the organization’s response to sexual harassment is important and visible through the presence, dissemination, and enforcement of sexual harassment policies (Gruber, Reference Gruber1998; Tenbrunsel, Rees, & Diekmann, Reference Tenbrunsel, Rees and Diekmann2019).

To create a zero-tolerance climate, policies should be written in simple language, clearly describe prohibited conduct, identify the complaint process, and ensure that immediate action will be taken (EEOC, 2016). However, the presence of a policy is not enough to communicate climate. Studies analyzing the efficacy of policies in reducing sexual harassment are scarce, and scholars have called for further investigation (Hunt, Davidson, Fielden, & Hoel, Reference Hunt, Davidson, Fielden and Hoel2010). Although most scholars agree that policies are necessary and, legally, organizations are required to prevent sexual harassment, policies may not be as effective as intended—most likely due to the way that they are disseminated or enforced (Olson-Buchanan & Boswell, Reference Olson-Buchanan and Boswell2006).

Having a sexual harassment policy simply inserted into an employee handbook may reduce its effectiveness. Formal policies are more effective if they are widely disseminated (Thomas, Reference Thomas2004). In an investigation into sexual harassment policies of universities, only 11% of students were knowledgeable of the university’s policies (Cantor et al., Reference Cantor, Fisher, Chibnall, Townsend, Lee, Bruce and Thomas2015). Policies that are not widely disseminated may contribute to a more tolerant sexual harassment climate as employees perceive that the organization does not support or enforce the policy.

Yet, policies that are present and widely disseminated will still be ineffective in creating a zero-tolerance climate unless they are enforced. Grievance procedures for handling complaints may initiate conflict if the process is not handled with care (Fox & Stallworth, Reference Fox and Stallworth2009). Employees may perceive that complaint procedures are hostile, lack confidentiality, or are risky in that they lead to isolation or pushback (Vijayasiri, Reference Vijayasiri2008). The formal, public approach that organizations sometimes use to investigate sexual harassment may discourage reporting. To mitigate some of these concerns, employers should not only take immediate and appropriate action but also ensure that employees’ confidentiality will be protected whenever possible (EEOC, 2016).

Together, strong administrative controls, such as policies that are clear, widely disseminated, and enforced consistently and confidential1y, can contribute to a zero-tolerance sexual harassment climate. These controls can be explained and reinforced before and after training to increase the likelihood of reducing sexual harassment. Specifically, administrative controls can be used before a training program to communicate the importance of the training as well as after training to strictly enforce grievance procedures and avenues for reporting.

Behavioral strategies

Finally, behavioral strategies are direct actions to reduce undesirable behavior such as training and the availability of counseling and resources for victims (NIOSH, 1995; Reese, Reference Reese2008). Behavioral strategies may be instituted before incidents occur, such as conflict management training, or after, such as victim counseling. Both types of behavioral strategies can help employees learn about how to address current harassment and prevent future incidents.

Conflict management training, a behavioral strategy, can support the effectiveness of sexual harassment training. This training may be specifically useful for increasing managers’ ability to demonstrate empathy and active listening when encountering complaints or hostile situations (Harlos, Reference Harlos2001). If managers are perceived as approachable and receptive to sexual harassment complaints, employees may be more likely to report incidents and believe that cases will be addressed appropriately. Likewise, managers with better empathy skills may have higher self-efficacy about their ability to learn from sexual harassment trainings.

Another behavioral strategy is the availability of supportive resources, which are provided after sexual harassment incidents to mitigate the effects. Crisis intervention programs, one-on-one counseling, and support groups may all reduce the number and effects of assaults. Organizations can also implement postincident monitoring programs to prevent retaliation toward the incident reporter (Fitzgerald & Cortina, Reference Fitzgerald, Cortina, White and Travis2017). The availability of these resources can contribute to a climate in which employees feel that claims are appropriately addressed.

These behavioral strategies can aid in training effectiveness. Before sexual harassment training, companies can provide conflict management training. Managers and employees can use newfound skills such as empathy and active listening when approaching sexual harassment prevention, which may increase their training self-efficacy before the program. By increasing awareness of resources such as postincident counseling, the organization also demonstrates their dedication to a zero-tolerance sexual harassment climate.

A note on evaluating intervention effectiveness—a methodological aside

In addition to focusing on how industrial and organizational (I-O) psychology can improve sexual harassment training, Medeiros and Griffith (Reference Medeiros and Griffith2019) describe the importance of evaluating training and specifically highlight the need for long-term, multiwave assessment. The authors suspect that organizations may not be reporting their findings if they find no improvement in sexual harassment rates. Without this data, it is unclear whether sexual harassment interventions are effective.

We add that organizations may find little or no initial improvement in rates due to the awareness created by training, and that a zero-tolerance climate can actually result in increased incident reporting. Research finds that employees are less likely to report sexual harassment when they perceive their work environment as tolerant of the behavior (Hulin, Fitzgerald, & Drasgow, Reference Hulin, Fitzgerald, Drasgow and Stockdale1996). Training and a zero-tolerance climate, however, may have the opposite effect and actually enable employees to feel more comfortable with identifying and reporting incidents.

This effect has been seen in industries that have disclosed their incident rates. The Department of Education found that sex offenses at universities increased from 3,264 in 2009 to 6,016 in 2013 but indicated that the increase was likely a result of improved enforcement and awareness (U.S. Department of Education, 2015). Similarly, the U.S. Army experienced an increase in sexual assault reports from 2014 to 2017, which they believed was due to confidence in the organization’s ability to reduce incidents (Esper, Reference Esper2017). Organizations that evaluate their interventions may discover similar trends, and these trends may be signs of an improved climate. Without the expectation of this effect, however, interventions may be prematurely ruled as ineffective. Therefore, organizations and researchers should note this possibility before discontinuing sexual harassment interventions.