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Sexualisation and harassment in hospitality workplaces: who is responsible?

Sexualisation and harassment in hospitality workplaces: who is responsible? PurposeThis paper aims to examine employee responses to sexual behaviour in hospitality workplaces, to determine their roles and responsibilities in harassment prevention.DesignFemale workers in restaurants and bars were recruited using the snowball technique, and data collected through 18 interviews. An interpretivist approach was used to guide the data collection and analysis.FindingsThe study found that harassment coping strategies developed with age and experience rather than through training, and those who dressed and behaved provocatively attracted more unwanted sexual attention.Practical implicationsRecommendations focus on the role of managers in moderating employee behaviour and providing training in assertiveness.Social implicationsIndustry norms and perceptions about managers’ expectations are considered strong influences on employee behaviour, and therefore, in attracting harassment.OriginalityAlthough this study locates the responsibility for stopping harassment with management, it takes an unusual and potentially unpalatable approach by acknowledging the role of victims in stopping unwanted sexual advances, providing new approaches to reducing harassment. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Culture, Tourism and Hospitality Research Emerald Publishing

Sexualisation and harassment in hospitality workplaces: who is responsible?

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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
1750-6182
DOI
10.1108/IJCTHR-10-2016-0102
Publisher site
See Article on Publisher Site

Abstract

PurposeThis paper aims to examine employee responses to sexual behaviour in hospitality workplaces, to determine their roles and responsibilities in harassment prevention.DesignFemale workers in restaurants and bars were recruited using the snowball technique, and data collected through 18 interviews. An interpretivist approach was used to guide the data collection and analysis.FindingsThe study found that harassment coping strategies developed with age and experience rather than through training, and those who dressed and behaved provocatively attracted more unwanted sexual attention.Practical implicationsRecommendations focus on the role of managers in moderating employee behaviour and providing training in assertiveness.Social implicationsIndustry norms and perceptions about managers’ expectations are considered strong influences on employee behaviour, and therefore, in attracting harassment.OriginalityAlthough this study locates the responsibility for stopping harassment with management, it takes an unusual and potentially unpalatable approach by acknowledging the role of victims in stopping unwanted sexual advances, providing new approaches to reducing harassment.

Journal

International Journal of Culture, Tourism and Hospitality ResearchEmerald Publishing

Published: Oct 2, 2017

References