Handbook of Research on Promoting Women’s Careers
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Handbook of Research on Promoting Women’s Careers

Edited by Susan Vinnicombe, Ronald J. Burke, Stacy Blake-Beard and Lynda L. Moore

In a changing world where women have dominated as graduates from universities in the West, recent research has shown that the same trend is also strikingly evident in the newly emerging markets. Tapping into this female talent pool is extremely important and advancing women’s careers has become a key business issue. This Handbook lays out a number of promising approaches. First the business case for doing so is presented. The challenges facing women are reviewed, followed by various programs that address particular needs such as mentoring, leadership development programs for women, work and family initiatives, and succession planning. Finally, case studies of award-winning organizational initiatives are described.
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Chapter 5: Theoretical advances in the study of sexual harassment

Margaret S. Stockdale, Seth A. Berry, Joel T. Nadler, Dawn M. Ohse and Gargi Bhattacharya


Despite the advances made by lawmakers to eradicate sexual harassment (SH) from American workplaces, it is clear that it is still an impediment to women’s career development (Schneider et al., 1997) and their well-being (Willness et al., 2007). The impact of SH is immense for both organizations and individuals, particularly women. SH lawsuits can have damaging financial impacts on organizations. While the Equal Employment Opportunity Commission (EEOC) reports that charges have steadily declined over the last decade (from 15,475 in 2001 to 11,364 in 2011; EEOC, 2013), monetary awards remain high and were at a ten-year high in 2011 ($52.3 million, with a ten-year average of $48.4 million; EEOC, 2013). Of even greater concern than financial damages to organizations is the psychological damage dealt to SH victims. Depression, somatic complaints, and even post-traumatic stress disorder (PTSD) have been linked to experiences of SH (Willness et al., 2007; Collinsworth et al., 2009; Stockdale et al., 2009). Furthermore, women’s career development is negatively affected by SH. Women who experience SH have lower job satisfaction and are more likely to express turnover intentions (Schneideret al., 1997; Johns and Saks, 2001; Willness et al., 2007). Given the personal and organizational impact of SH, it is paramount for researchers to understand the many facets of SH behaviors, antecedents, impacts and remedies.

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