A META-ANALYSIS OF THE ANTECEDENTS AND CONSEQUENCES OF WORKPLACE SEXUAL HARASSMENT
By C. Willness, Piers Steel, Kibeom Lee. 2007
884 citations recorded by the source corpus.
Subfields: Gender Studies, Sociology and Political Science
View Paper: https://www.semanticscholar.org/paper/81e2b139595f65f71706c1a9756f06ae75954030
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Gender Studies
- Lilia M. Cortina
- Isis H. Settles
- Nicole T. Buchanan
- Maira A. Areguin
- K. C. Woods
- M. B. Nielsen
- L. Fitzgerald
- Wai Yen Tang
In Sociology and Political Science
- Staale Einarsen
- M. B. Nielsen
- Lilia M. Cortina
- Denise Salin
- Isis H. Settles
- Nicole T. Buchanan
- Cary L. Cooper
- Maira A. Areguin
Citations in the corpus
- Religious Discrimination in the Workplace: A Review and Examination of Current and Future Trends (2013, background): “2007), and stress symptoms and post-traumatic stress disorder (O’Leary et al. 2009; Willness et al. 2007) have all been well-documented for sexual harassment: are similar consequences observed for religious harassment? (See Table 2 for additional suggested directions for harassment research).”
- Harmful Workplace Experiences and Women’s Occupational Well-Being (2016, methodology): “Measures of general, gendered, and sexualized, harmful workplace experiences that cover the full spectrum of experiences that both men and women might encounter is an area that requires further research (Hershcovis & Barling, 2010; Willness et al., 2007).”
- Sexual harassment in work organizations: A view from the 21st century. (2018, background): “Studies have shown that strict management norms and a climate that does not tolerate offensive behavior can inhibit harassment even by those with a propensity to do so (Fitzgerald, Drasgow, Hulin, Gelfand, & Magley, 1997; Pryor et al., 1993; Willness et al., 2007).”
- A Review of Organizational Strategies for Reducing Sexual Harassment: Insights from the U. S. Military (2014, background): “In a meta-analysis, Willness et al. (2007) concluded that organizational climate had the strongest relationship with sexual harassment of all the antecedents they tested.”
- Why Does Workplace Gender Diversity Matter? Justice, Organizational Benefits, and Policy (2019, background): “…and sectors than in more gender-diverse workplaces (Ilies, Hauserman, Schwochau, & Stibal, 2003; Roberts, Sojo, & Grant, 2019; Sojo et al., 2016; Willness et al., 2007), although in population-based studies in Australia, industry gender segregation appeared to be unrelated to the prevalence of…”
- Comparing Sexual Harassment Subtypes Among Black and White Women by Military Rank: Double Jeopardy, the Jezebel, and the Cult of True Womanhood (2008, result): “…results indicated that more sexual harassment of any subtype was related to more psychological distress, consistent with the results of previous studies examining the consequences of experiencing sexual harassment overall (e.g., Fitzgerald et al., 1997; Langhout et al., 2005; Willness et al, 2007).”
- Gender, age and tenure as moderators of work-related stressors' relationships with job performance: A meta-analysis (2008, background): “…of objective and subjective career success (Ng et al., 2005); procrastination with several dimensions of performance (Steel, 2007); sexual harassment with several performance dimensions (Willness et al., 2007); and organizational commitment relations with job performance (Wright & Bonett, 2002).”
- Sexual Harassment at Work: A Decade (Plus) of Progress (2009, background): “The Willness et al. (2007) meta-analysis mentioned earlier examined not only antecedents to SH but also consequences experienced by SH targets.11 Results demonstrated that most consequence variables proved to be significantly correlated with SH experience.”
- An overview of the literature on antecedents, perceptions and behavioural consequences of sexual harassment (2012, background): “Sexually harassing experiences at work have also been found to greatly reduce how attached and committed workers feel to their organisation (Willness et al., 2007).”