Key Concepts in HRM: Addressing Sexual Harassment and Assault in the Workplace

This article discusses the key concepts in HRM and how to address sexual harassment and assault in the workplace. Real-life cases are presented, and strategies to prevent such incidents are discussed. The article emphasizes the importance of ethical training, zero-tolerance policies, and leadership roles in preventing sexual harassment and assault.

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Key Concepts in HRM
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Key Concepts in HRM
According to Uhrenholdt & Peter (2017, P. 25), Human Resource Management is
principally apprehensive with selection and recruitment process. From the county fire authority,
the HRM is failing these organization, its staff, and other stakeholders by failing to engage
employees in ethical training to help them understand the importance of being principled while
working with female employees. From this case, some women have been sexually harassed or
assaulted thus being driven to illness while others go to the extent of committing suicide. The sad
reality is that their cases are not being taken into so much consideration by the Human Resource
Management. According to Vasudha & Singh (2013, P. 62), human resource managers should
identify and address issues that affect the well-being of its employees and take disciplinary
actions upon those who engage in unethical behaviors.
At Eanglehawk FCA the Human Resource Management have failed the organization and
its stakeholders by failing to consider complains concerning assaults and sexual harassments.
The case shows that some of the HR leaders in this organizations are not performing their
leadership roles in the right manner. According to Ali (2013, P. 221), a good leader is the one
who uses his/her position to encourage and guide people in doing things other than using their
powers to oppress them. Despite the department’s importance to the improving the wellbeing of
the employees, little is being done to address the issue. This factor has made many women to
resign because their grievances are not being appropriately addressed.
At Centre of teenage girl, the HR professionals have failed the organization by failing to
use ethics training to make its employees to do the right things especially in regard to valuing
and respecting their colleagues. The case implies that issues of brutalizing and assaulting
employees are prevalent. This is an implication that some of the employees acts unethically and
do realize the importance of valuing the presence of others in the organization. According to

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Loise (2014, P. 91), brutalizing employees or any stakeholder in an organization makes staff
members to underperform because of fear. If the department overlooks some of the reports
presented to them, the employees will feel lack of proper connection with the organization and
may decide to even think of seeking for jobs elsewhere.
At Center of teenage girl, the HRM can adopt policies such as Anti-Harassment policies
and training their staff members concerning the importance of being ethical. Monika (2014, P.
102) affirms that ethical training play a crucial role in organizations associated with harassments
because they make employees to practice ethical behavior. Putting these policies in place will
assist in identifying the people who trigger harassments and the people affected. They will also
help the concerned department to take proper disciplinary measures upon those found guilty of
harassing other employees.
At county fire authority, the HRM can address the issue of sexual harassment and
bullying for women by ensuring they play their leadership roles in the right manner. This should
include analyzing reports presented to them and making right decisions concerning the
disciplinary action that should be taken on those who engage in this activities. The reason why
fast action on reports is fundamental is that it makes the employees to feel their leaders value
their grievances, and will therefore not think of taking actions that may affect firm performance
such as strikes or resignation (Sambasivan, 2012, P. 46). Disciplining the culprits will play a
significant role in preventing similar actions from occurring in the future because all employees
will always feel if they engage in such activities disciplinary action will be taken upon them.
At Eanglehawk FCA, the issue of kicking and assaulting volunteer can be addressed
through training and development. To ensure employees get good insight concerning the
implications of assault and sexual harassment, the training and development should focus on

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fostering positive relationship among the employees and respecting the rights of every person
(Monika, 2014, P. 102).
At Eanglehawk FCA, the situation could be avoided by providing proper training
concerning the importance of being ethical. Harassment and assault training help employees to
understand the repercussions of provocation and the reasons why they should respect their
counterparts in the workplace (Uhrenholdt &Peter, 2017, P. 25). Additionally, training will also
make the staff members especially those that are harassed to know the best ways of reporting the
issue to the concerned departments or leaders.
The county fire authority would have prevented this issue through encouraging a zero-
tolerance to disrimination and sexual harassment in the workplace. This would aid in preventing
bullying, especially from leaders because in most cases, the workers are intimidated by their
bosses, hence finding it difficult to report the issue. Zero-tolerance would prevent any form of
bullying, thus making it possible for the employees to feel much secured and develop confidence
while undertaking their duties.
To address the issue of assaults at center of teenage girl, the HRM would have prevented
the issue of assaulting others through using their power as leaders to discipline the culprits. This
should include firing them, or using any other strategy as outlined in the policies established by
the company. Additionally, the issue could have been avoided in the first place if HRM mangers
led by example by showing employees the importance of behaving ethically, valuing the
presence of others and respecting the policies that have been established by the company.

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References
Ali, N. (2013). Institutional Perspectives in HRM and MNC Research: A Review of Key
Concepts. International Journal of Employment Studies, 21(2), 212-225.
Bowden, E. (2018). Leadership Failure to Blame for Multiple Assaults at Eanglehawk CFA:
Report. Available at: https://www.theage.com.au/national/victoria/leadership-failure-to-blame-
for-multiple-assaults-at-eaglehawk-cfa-report-20180124-p4yyss.html (accessed on 27 April.
2018)
Loise, N. K. (2014). What Do Social Processes Mean for Quality of Human Resource Practice?
Nordic Journal of Working Life Studies, 4(2), 87-98.
Monika, B. M. (2014). Competency Models and the Generational Diversity of a Company
Workforce. Economics & Sociology, 7(2), 98-112.
Uhrenholdt, M. C & Peter, H. (2017). Commitment or Compliance? Institutional Logics of Work
Environment Management 1. Nordic Journal of Working Life Studies, 7, 23-39.
Sambasivan, E. (2012). Managerial Core Competency Perceptions of Business Executives - a
Study. Researchers World, 3(2), 45-67.
Vasudha, S & Singh, N. P (2013). Strategic Human Resource Management: A Reality Check.
Review of Management, 3(1/2), 58-78.
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https://www.questia.com/library/journal/1P3-3055064301/strategic-human-resource-
management-a-reality-check
https://www.questia.com/article/1G1-361713340/institutional-perspectives-in-hrm-and-mnc-
research
https://www.questia.com/library/journal/1P4-1945555782/commitment-or-compliance-
institutional-logics-of

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https://www.questia.com/library/journal/1P3-2673374291/managerial-core-competency-
perceptions-of-business