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cmn_451_-_unit_7_slides.pptxUNIT 7 Monitoring Workplace Romance & Sexual Harassment
Vincent Waldron, Ph.D.
Arizona State University
CMN 451
Workplace Romance
Why is monitoring workplace romance important?
The prevalence of organizational romance
Concerns associated with workplace romance
The possible outcomes of organizational romance
Organizational policies on workplace romance
CMN 451
Key Research Studies
Quinn (1977)
Proximity is the major determinant of workplace romance
Three types of proximity
Geography
Work requirements
Occasional contact
CMN 451
Key Research Studies (Continued)
Pierce, et al. (1996)
Consequences for employees, members of the workgroup, and the organization
Job productivity, motivation, and involvement decrease in early stages and increase later
Low-status employees are more likely than high-status employees to be terminated or relocated
CMN 451
Power Dynamics
Lateral relationships are neutral
Hierarchical relationships are bidirectional
Higher status can alter expectations
Lower status can leverage the relationship
| Motives | Relationship | Dissolution | Guidelines |
| Job Ego Love | Lateral Hierarchical | Bilateral Unilateral | Explicit and Enforced Lax |
CMN 451
Workplace Romance
Not all intimate workplace relationships last!
Motives
Companionate love (both love)
Passionate (both love and ego)
Fling (both ego)
Mutual user (both job)
Utilitarian (one job, one ego)
CMN 451
Risk Negotiation Cycle
CMN 451
Attending
What are our motives?
Sensemaking
How is the romance affecting others?
Transforming
Is the romance appropriate?
Maintaining
Should the romance continue?
Sexual Harassment
Definition
Unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature
Quid Pro Quo
Something for something
Hostile Environment
The workplace becomes destructive or damaging
CMN 451
Consequences
Fear - Victim feels anxiety and discomfort
Isolation – maybe ostracized by supporters of the harasser
The Glass Ceiling
A barrier so subtle it is transparent, yet so strong that it prevents women and minorities from moving up in the management hierarchy
CMN 451
Avenues for Correction
Social Evolution: gender norms are changing
Organizational Culture
Create cultures resistant to sexual harassment
Policy management: Be clear about expectations
Sexual harassment training
Men ca be agents of change
CMN 451
