RESULT OBTAINED

4.0 Reasons (why it happen?)

1- According to University Minnesota Human right Library, women more likely to be
victims of sexual harassment.
This happened because they are lack power rather than a man.For instance, data in
United States indicate that one out of every ten women are raped or sexually assaulted
during their lives, while more than half of all women living with men have experienced
a battering or similar incident of domestic violence.
2- Men who harass women to express their resentment and try to reassert control when
they view women as their economic competitors.
Data from the U.S. indicate that between 1980 and 1990, the number of female-headed
families increased by 27%. By 1997, two out of every five working women were the
sole head of their households, and within that group, more than one-quarter had
dependents children (Source: The American Federation of Labour-Congress of Industrial
Organization, [AFL-CIO] Working Women's Department).
4.1 Characteristics of sexual harasser
Marital status, level in the association and age do not exclude individuals from being harassers.
It shows up than as a rule liquor diminishes hindrances, and individuals who regularly would not,
get to be harassers. By and large lewd behaviour could likewise be connected to self-regard issues
in favour of the culprit, bringing on a need to "substantiate him". While conduct and intentions shift
between people, we can presumably partition harassers into six wide classes:

Mr Macho, or One-of-the-boys
This is usually linked to the bravado mentioned above, when groups of men embarrass
women with comments, unwanted compliments or even physical evaluation, lewd jokes or
gestures, and display of sexually distasteful posters. All these could create a hostile
environment, and even if it goes no further than verbal and visual harassment, most women
experience this as humiliating and disturbing.

The Great Gallant

This mostly verbal harassment occurs when the "gallant" pays excessive compliments and
makes personal comments that are out of place or embarrass the recipient. While most men
and women appreciate recognition and genuine compliments, comments focused on the
appearance and the sex of a worker - rather than her competence or her contribution - are
usually unwelcome. Such compliments are sometimes also accompanied by a possessive
pride or by leering looks. Although the giver of compliments may see himself as the gallant

gentleman, the recipient usually experiences him as patronising or annoying, or both.

The Opportunist
This kind of harasser is usually fairly promiscuous in his attentions to female staff, suppliers
or clients. Whenever the opportunity presents itself - in the elevator, when working late, on
a business trip, at the office party, when alone in an office or a car with a female colleague the "office groper's" eyes and hands start wandering. Every birthday, farewell or special
occasion is also an opportunity to insist on (usually begrudged) kisses. Some of this
behaviour may take place in public, but if not repelled, he is likely to try to go further in
private. If confronted, he will insist that the women like and enjoy his attentions; or even

that the single and divorced women "need it".

The Power-player
In this case harassment is a power game, where the man insists on sexual favours in
exchange for benefits he can dispense because of his position: getting or keeping a job,
promotion, orders, bank overdrafts, getting a drivers' licence, and so on. The Hollywood
"casting couch" is probably the best-known example. Evidently some local trade union
leaders have also forced women "to pay in kind" for admission to their unions. This can be
described as "quid pro quo" harassment, and is closely allied to blackmail. Besides the effect
on the victims, this form of harassment is an abuse of power and trust. It can lead to bad
business decisions, and can cost the company dearly in terms of effectiveness, the cost of

special favours, and company image.

The Serial Harasser
The most difficult type of harasser to identify, and the most difficult to deal with, is the one I
describe as the serial harasser. This person is compulsive and often has serious
psychological problems. He carefully builds up an image so that people would find it hard
to believe ill of him, plans his approaches carefully, and strikes in private where it is his
words against that of a subordinate. He can do a lot of damage before he is found out.
Although serial harassers are in the minority, managers and personnel professionals should
be aware of this possibility. This person's aberrant behaviour is often a call for help, rather

than deliberate harassment, as is usually the case in the above four types. In this case

counselling is probably more important than mere disciplinary action.

The Situational Harasser
The trigger to this person's behaviour is usually psychological, but more situational than
compulsive. Incidents are often linked to specific life situations or emotional or medical
problems, such as divorce, wife's illness, impotence, hormonal imbalance, prostate disease,
or psychiatric or systemic disturbances that suppress the higher brain functions, such as
Alzheimer's and alcoholism. If the situation changes or the disease is brought under control,
the harassment usually stops - but by then both victim and harasser have been harmed.

4.3 Characteristics of Target Victims

Women heads-of-household, who need their jobs badly. Divorces or widows are often
psychologically vulnerable because of loneliness and personal loss.

Women who are timid or insecure about their abilities, and lack self-confidence and careerrelated education; who have limited potential for advancement and are easy to replace.

Women who are eager to be accepted and liked, and may find it difficult to be assertive and
say "No". Their friendliness and helpfulness is often misread as an invitation.

Saleswomen may be pressured by clients to meet sexual demands in exchange for their
business. To make matters worse, their employers may urge them to comply.

4.4 Effects of Sexual Harassment

Victim:

Women loss their trust to work with their superiors.

Female workers will believe that others are favoured because they play along, or may be
tempted to indulge in the same type of behaviour if that appears to be "the rules of the
game" in their company.

Women work under depression.

Harassment costs organizations cash by decreasing efficiency, confidence and inspiration. In
the event that a female worker is always worried that the harasser may strike once more, she
is probably not going to have the capacity to work successfully. In the meantime, associates
who are not included might be demotivated in the event that they know about unsatisfactory
goings-on, or fear conceivable preference.

Harasser:

Continue doing harassing without any guilty.

The harassers themselves could fall into bad habits if their behaviour is allowed to continue.
This can negatively influence their effectiveness at work, their interpersonal relationships,
their marriage, and their personal development. Particularly in the case of the last two of the
types of harassers mentioned above, the serial and the situational harassers, ignoring their
behaviour could cause a deep-seated problem to go untreated.

Company:

The company's image among its staff, customers and the general public may also
suffer.Organizations may lose important staff. Numerous ladies leave instead of experience
the disagreeableness of an encounter. In a division of an organization utilizing numerous
ladies, where the issue was overflowing, couple of ladies stayed longer than three months.
This nearly bankrupted the division because of high enrolment and preparing expenses, and
poor efficiency.

SOLUTION
Based on this issue problem, we apply risk management technique to solve this situation. There are
three major types of risk management technique:
1. Risk Avoidance

Risk avoidance is the elimination of hazards, activities and exposures that can negatively
affect an organization's assets. If efforts to avoid the loss have been successful, then there is
a 0% probability that youll suffer a loss (from that particular risk factor, anyway). Its a
means of completely eliminating a threat. To relate with this situation, the lady no need to
involve herself to work. In a simple way, she must not expose herself to work surrounding
with colleagues, boss or staff that has chances to do sexual harassment. In another way, she
maybe can do another work such as online business which she can monitor her work or
business from home to avoid this sexual harassment.
2. Risk Control
Loss Reduction
Loss reduction is a proactive plan for reducing the potential impact of risks
identified in a risk assessment but cannot fully eliminate. To convey with this sexual
harassment problem, when the initial sexual harassment take place, she need to tell
the person to stop harassing. If the harasser keep continue to displaying the same
behaviour, she must warning them to take this problem as serious matter, which is
file a report if this problem keep going.

Loss Prevention
Loss prevention is a technique that limits, rather than eliminates, loss. Instead of
avoiding a risk completely, this technique accepts a risk but attempts to minimize the
loss as a result of it. To relate with this situation, the victim can write a formal letter
to her senior management detailing the event that took place. She also can set a
meeting to explain the situation that she involved. From that she can proceed to do
the formal complaint regarding this matter. By doing this complain or report the
victim need to follow the seniority of their workplace. This is because of segregation
of duties and to make this thing not complicated, which is their senior management
will filter or investigate this problem first before bring this matter to authority.
Another ways that she can do is join training session or company procedure to
reporting sexual harassment. By joining this, employee will know the right step to
complain when the sexual harassment take place.

3. Risk Financing
Risk Retention
Risk retention is retaining the losses associated with a particular risk by itself. The
risks retained are of low loss frequency and low loss severity or of high loss
frequency and low loss severity in nature. In this situation, the harasser might bribe

the victim with money or anything else. To close up this matter, the harasser will pay
a ransom to make her shut up and this sexual harassment activity might continuing
without anyone else not aware about this matter. In the eye of others, the harasser
will look fine and not having bad attitude and this will credit for him.

Risk Transfer
Risk transfer is a risk management and control strategy that involves the contractual
shifting of a pure risk from one party to another. For instance, buy insurance that
covering claim for sexual harassment. Accordingly, around 1990 insurance market
begin offering employment practices liability (EPL) polices, specialized form of
insurance covering claims sexual harassment.

RECOMMENDATION TO SOCIETY
1. Create a strong sexual harassment policy.

The key to preventing sexual harassment is for employer and management to make it clear
to every employee and workplace participant that sexual harassment is unacceptable in the

workplace.
Employer should ensure that they have in place a clear sexual harassment policy, which is
effectively communicated to each workplace participant and is understood.

In addition, it is important that appropriate behaviour be modelled by management

throughout the workplace.

2. Train employees.

Set up a training program to educate employees about what is and is not acceptable at the

company and what employees should do in different situation.

Train supervisors or manager on how to recognize and eliminate sexual harassment and how
they can protect employees from it. Provide information about what employees should do if
they are subjected to sexual harassment and what their right are.

3. Respond the sexual harassment right away.

Taking immediate action to investigate and address a situation where an employee report
sexual harassment can not only decrease or eliminate your organization liability, but it also
lets employees know that this kind of inappropriate behaviour has consequences and will
not be tolerated.

4. Create a positive workplace environment.

Remove offensive, explicit or porno graphics calendars, posters and other materials from

the workplace.
Develop a policy prohibiting inappropriate use of computer technology, such as e-mail,

screen saver and the internet.

Periodically conduct workplace audit to monitor the incidence of sexual harassment.

In addition, employee must also assume an active role in the prevention of sexual harassment.
Employee should commit to:
1. Understand

Obtain and become familiar with the organization policy on sexual harassment.

2. Observe

Be aware and conscious of engaging in potential sexual harassment behaviour or incident at

work.

Be sensitive to individuals who may offended by the verbal and non-verbal behaviours of

others.
Discourage sexual behaviours that negatively affect work.

3. Examine

Pay attention to the response of other in order to avoid unintentional offense.

Do not take sexual harassment rightly. If you think you are being sexually harassed by an
individual or a group, do not accept it as a joke. Do not encourage the harasser by smiling,
laughing at his jokes or flirting back. Let the harasser know that you do not enjoy and do not
want this type of attention.

4. Confront

If possible, confront the sexual harasser immediately. Tell her that you find that typo of

attention offensive.
Tell the harasser that the behaviour affects you negatively and has the potential or negatively

affecting you job.

If possible, tell the harasser what behaviour (gesture, physical or verbal) you find offensive.

5. Resolve

Seek confidential advice to develop your personal resolution strategy.

Consider writing a letter to the harasser and keep a copy for yourself.
Document all the incidents of sexual harassment. Be detailed, precise about date, time,
location and person involved.

6. Support

If you know someone who is being harassed, give her you support. Encourage the recipient

to talk about it did to take immediate action to stop it.

If you actually see or hear an incident of sexual harassment or are subjected to an offensive
environment, you can also take the appropriate steps to resolve the harassment or co-file the

complaint.
When a recipient files a complaint, if possible, support her throughout the complaint
process.