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Exploring Sexual Harassment and Organizational Development in the Restaurant Industry
Abstract
The Apex Restaurant Group recently went public with several allegations of sexual misconduct against the founder and other executives. The result of the allegations includes a class action complaint lodged by 25 women working within the organization. The whole senior leadership, which was all men, has been replaced by a management team of all women. An organizational development management consultant has been brought in to investigate and recommend viable solutions. This chapter explores the utility of intervention action research to find real-world solutions through the deployment of a consultant.
... However, in situations where such direct supervisory involvement is absent, employers may mitigate their liability by demonstrating that they exercised reasonable care to prevent and address harassment, often through the implementation of clear policies, training programs, and reporting mechanisms (Broadwater, 2006;Sabie-Aridi, 2023). This underscores the importance of proactive measures in fostering a workplace culture free from harassment and ensuring compliance with legal standards. ...
This case study inquiry examines the systemic nature of sexual harassment within the restaurant industry, catalyzed by the recent public disclosure of allegations against "The Best Restaurant Group" involving its founder and senior executives. It highlights the pervasive and structural issues contributing to workplace harassment in this sector, characterized by hierarchical systems and demanding environments that often enable misconduct. Unlike previous studies focusing only on theoretical approaches to sexual harassment, this research adopts real-world and practical approaches, such as analyzing workplace policies and exploring current research, to understand the unique vulnerabilities of the restaurant industry and the broader implications for employee well-being and organizational stability. The research also offers insights into how these dynamics manifest in practice, by providing specific examples of harassment incidents and their impact on the workplace. The global, social, and economic challenges arising from corporate misconduct in interconnected industries reveal how such issues transcend organizational boundaries, amplifying their impact on supply chains, consumer trust, and labor dynamics. Through root cause analysis, the study identifies systemic challenges, including power imbalances, ineffective policies, and cultural norms, that perpetuate sexual misconduct, providing a nuanced understanding of the interplay between leadership styles, hierarchical structures, and operational inefficiencies. By examining a real-world case study, the research offers insights into how these dynamics manifest in practice, contributing to actionable strategies for fostering a safer, more respectful workplace. The findings underscore the critical role of leadership and organizational culture in mitigating harassment, revealing that top-down attitudes significantly influence workplace behavior and employee protection. The study emphasizes the need for comprehensive prevention programs that integrate legal frameworks, policy reforms, and cultural shifts to address these systemic issues effectively. Furthermore, it demonstrates the global significance of aligning corporate practices with evolving societal expectations, particularly in a digitized and democratized world where corporate misconduct faces increasing scrutiny. These insights reflect broader social and economic challenges as organizations must navigate rising legal and reputational risks while ensuring equitable treatment and sustainability in a competitive global marketplace. This research not only identifies the tangible and intangible costs of harassment on organizational performance and financial stability but also provides a roadmap for implementing interventions that prioritize equity and ethical governance. Ultimately, it inspires hope by contributing to bridging the gap between theoretical insights and practical applications, offering a robust framework for addressing workplace harassment in the restaurant industry and beyond, and showing that positive change is possible.
... However, in situations where such direct supervisory involvement is absent, employers may mitigate their liability by demonstrating that they exercised reasonable care to prevent and address harassment, often through the implementation of clear policies, training programs, and reporting mechanisms (Broadwater, 2006;Sabie-Aridi, 2023). This underscores the importance of proactive measures in fostering a workplace culture free from harassment and ensuring compliance with legal standards. ...
This case study inquiry examines the systemic nature of sexual harassment within the restaurant industry, catalyzed by the recent public disclosure of allegations against “The Best Restaurant Group” involving its founder and senior executives. It highlights the pervasive and structural issues contributing to workplace harassment in this sector, characterized by hierarchical systems and demanding environments that often enable misconduct. Unlike previous studies focusing only on theoretical approaches to sexual harassment, this research adopts real-world and practical approaches, such as analyzing workplace policies and exploring current research, to understand the unique vulnerabilities of the restaurant industry and the broader implications for employee well-being and organizational stability. The research also offers insights into how these dynamics manifest in practice, by providing specific examples of harassment incidents and their impact on the workplace. The global, social, and economic challenges arising from corporate misconduct in interconnected industries reveal how such issues transcend organizational boundaries, amplifying their impact on supply chains, consumer trust, and labor dynamics. Through root cause analysis, the study identifies systemic challenges, including power imbalances, ineffective policies, and cultural norms, that perpetuate sexual misconduct, providing a nuanced understanding of the interplay between leadership styles, hierarchical structures, and operational inefficiencies. By examining a real-world case study, the research offers insights into how these dynamics manifest in practice, contributing to actionable strategies for fostering a safer, more respectful workplace. The findings underscore the critical role of leadership and organizational culture in mitigating harassment, revealing that top-down attitudes significantly influence workplace behavior and employee protection. The study emphasizes the need for comprehensive prevention programs that integrate legal frameworks, policy reforms, and cultural shifts to address these systemic issues effectively. Furthermore, it demonstrates the global significance of aligning corporate practices with evolving societal expectations, particularly in a digitized and democratized world where corporate misconduct faces increasing scrutiny. These insights reflect broader social and economic challenges as organizations must navigate rising legal and reputational risks while ensuring equitable treatment and sustainability in a competitive global marketplace. This research not only identifies the tangible and intangible costs of harassment on organizational performance and financial stability but also provides a roadmap for implementing interventions that prioritize equity and ethical governance. Ultimately, it inspires hope by contributing to bridging the gap between theoretical insights and practical applications, offering a robust framework for addressing workplace harassment in the restaurant industry and beyond, and showing that positive change is possible.
This article identifies three major gaps between HR practice and the scientific research in the area of employee attitudes in general and the most focal employee attitude in particular—job satisfaction: (1) the causes of employee attitudes, (2) the results of positive or negative job satisfaction, and (3) how to measure and influence employee attitudes. Suggestions for practitioners are provided on how to close the gaps in knowledge and for evaluating implemented practices. Future research will likely focus on greater understanding of personal characteristics, such as emotion, in defining job satisfaction and how employee attitudes influence organizational performance. © 2004 Wiley Periodicals, Inc.
The purpose of this study was to examine the effects of expertise on motion anticipation. We conducted 2 experiments in which novices and expert pilots viewed simulated aircraft landing scenes. The scenes were interrupted by the display of a black screen and then started again after a forward or backward shift. The participant's task was to determine whether the moving scene had been shifted forward or backward. A forward misjudgment of the final position of the moving scene was interpreted as a representational momentum (RM) effect. Experiment 1 showed that an RM effect was detected only for experts. The lack of motion anticipation on the part of novices is a surprising result for the RM literature. It could be related to scene unfamiliarity, encoding time, or shift size. Experiment 2 was run with novices only. It was aimed at testing the potential impact of 2 factors on the RM effect: scene encoding time and shift size. As a whole, the results showed that encoding time and shift size are important factors in anticipation processes in realistic dynamic situations.
The #MeToo movement has shaken corporate America in recent months, leading to the departures of several high-profile executives as well as sharp stock price declines at a number of firms. Investors have taken notice and taken action: Shareholders at more than a half dozen publicly traded companies have filed lawsuits since the start of 2017 alleging that corporate fiduciaries breached state law duties or violated federal securities laws in connection with sexual harassment scandals. Additional suits are likely in the coming months. This Article examines the role of corporate and securities law in regulating and remedying workplace sexual misconduct. We specify the conditions under which corporate fiduciaries can be held liable under state law for perpetrating sexual misconduct or allowing it to occur. We also discuss the circumstances under which federal securities law requires issuers to disclose allegations against top executives and to reveal settlements of sexual misconduct claims. After building a doctrinal framework for analyzing potential liability, we consider the strategic and normative implications of using corporate and securities law to address workplace sexual misconduct. We conclude that corporate and securities law can publicize the scope and severity of sexual harassment, incentivize proactive and productive interventions by corporate fiduciaries, and punish individuals and entities that commit, conceal, and abet sexual misconduct in the workplace. But we also address the potential discursive and distributional implications of using laws designed to protect shareholders as tools to regulate sexual harassment. We end by emphasizing the promise-as well as the pitfalls-of using corporate law as a catalyst for organizational and social change.
Purpose
The purpose of this paper is to examine how managers react to sexual harassment as a function of the harasser role that includes a customer as a source of harassment and an organization’s climate for sexual harassment.
Design/methodology/approach
Using an experiment with a 2 (harasser role: coworker or customer) × 2 (organizational climate of sexual harassment: tolerates or does not tolerate) between-subjects design, 162 hotel managers were randomly assigned to read one of four conditions.
Findings
Both the harasser role and organization’s climate for sexual harassment influenced the managers’ sexual harassment reactions, specifically whether they label the incident as sexual harassment and attribute responsibility to the organization. The managers’ gender was found to moderate these relationships.
Practical implications
The results underscore the importance of understanding reactions to sexual harassment because, regardless of who harasses (coworker or customer) and the organizational climate (tolerates or does not tolerate sexual harassment), sexual harassment of any form can be harmful for the well-being of hospitality employees. These results also provide educational implications.
Originality/value
This is the first known experimental study to examine how hospitality managers react to sexual harassment when the harasser role includes a customer versus a coworker. The results illustrate that the same sexually harassing behavior was perceived less negatively – in regard to both the labeling and attribution of organizational responsibility – when it was done by a customer than by a coworker.
What is the legal status of sexual harassment policy? A coordinated policy against sexual harassment, a primary concern of employment discrimination in the 1990s, is emerging as a result of judicial decisions and executive-branch actions. This has included definitions of what constitutes quid-pro-quo and hostile-environment harassment, as well as a policy that encompasses gender harassment and seemingly the standard of the reasonable woman. Both public and private employers can be held responsible for acts of their supervisors, co-workers, and even nonemployees. The greater protections afforded public employees perhaps place a more significant responsibility on public sector employers. Several legal questions remain unanswered, and pending before Congress is legislation that would clarify the definition of harassment and impose additional requirements on employers.
Cites sexual harassment as one of the most complex and emotional issues facing the business community. Briefly defines sexual harassment and the circumstances in which it can occur. Looks at the evolution of sexual harassment politics and discusses some landmark case law. Outlines the obligations of employers and provides the guidelines of the Equal Employment Opportunity Commission. Suggests that the best way to avoid potential litigation is to take the issue seriously.
Introduction Contracting A Modern Dilemma Contract Making The Contract Makers Contemporary Contracts Violating the Contract Changing the Contract Business Strategy and Contracts Trends in the New Social Contract
The authors investigated how individual factors (age, gender, gender role, past experiences of sexual harassment) and organizational factors (gender ratio, sexual harassment policies, the role of employers) related to workers' attitudes toward and perceptions of sexual harassment. In Study 1, participants were 176 workers from a large, white-collar organization. In Study 2, participants were 75 workers from a smaller, blue-collar organization. Individuals from Study 2 experienced more sexual harassment, were more tolerant of sexual harassment, and perceived less behavior as sexual harassment than did individuals from Study 1. For both samples, organizational and individual factors predicted workers' attitudes toward and experiences of sexual harassment. Individual factors-such as age, gender, gender role, past experiences of sexual harassment, and perceptions of management's tolerance of sexual harassment-predicted attitudes toward sexual harassment. Workers' attitudes, the behavioral context, and the gender of the victim and perpetrator predicted perceptions of sexual harassment. The authors discussed the broader implications of these findings and suggested recommendations for future research.
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