Exploring Sexual Harassment and Organizational Development in the Restaurant Industry

Introduction

Sexual harassment is a pervasive issue in the restaurant industry and is often overlooked due to its informal and unique work environment. This paper examines the prevalence and impact of sexual harassment in the restaurant industry, the effectiveness of current strategies to address sexual harassment, and the importance of implementing preventative measures to eliminate sexual harassment in the workplace. The restaurant industry is an important sector of the economy and employs diverse workers, including those from low-income backgrounds, immigrants, and women (Bureau of Labor Statistics, 2020). Unfortunately, the restaurant industry has a long history of sexual harassment, which can significantly impact restaurant workers' physical, mental, and economic well-being (Gorman, 2018). Although sexual harassment in the restaurant industry is well-documented, it is often overlooked due to its informal and unique workplace environment (Gorman, 2018).

The impact of sexual harassment in the restaurant industry is significant and can have far-reaching consequences for workers. Research has found that sexual harassment can lead to adverse mental health outcomes, including depression, anxiety, and post-traumatic stress disorder (Feeley, 2019). Additionally, sexual harassment can lead to decreased job satisfaction, increased job turnover, and decreased productivity (Feeley, 2019). Furthermore, sexual harassment in the restaurant industry can have economic repercussions, as victims may lose wages and benefits due to decreased productivity or job turnover (Feeley, 2019).

Recent developments in the #MeToo movement have shown how far-reaching the effects can be. The #MeToo movement has resulted in the resignations of multiple corporate executives, severe damage to workplace morale, and the erosion of positive workplace cultures (Noguchi, 2018). Organizational culture is “a system of shared meaning held by members that distinguish the organization from other organizations” (Robbins & Judge, 2017, p. 266). A positive workplace culture consists of a workplace that focuses on building upon the strengths of the individual employees and fosters growth and synergy (Robbins & Judge, 2017, p. 279). Sexual harassment in the workplace, especially when unaddressed, attacks the foundation of a positive organizational culture.

Sexual harassment allegations against the founding owner have primarily shaken the Apex Restaurant Group. Twenty-five female employees have accused the restaurant owner of belittling, fondling, and propositioning them in a tormenting workplace environment, and as a result, a management consulting intervention is taking place to attempt to change the organizational culture. The pre-intervention organizational culture was so centered around the acceptance of sexual harassment that if any employees made complaints about unwanted behavior, they were ignored, berated, or subject to retaliation (Anderson, 2017). Since the allegations became public, Apex has been replaced as Chief Executive Officer (CEO) by the former Chief Operations Officer (COO). New management immediately realized they needed consulting help to transform the corporate culture and cultivate an environment built on trust, respect, and communication. Trust and respect are essential elements of a healthy organizational culture (Robbins & Judge, 2017, p. 281). Effective organizations “are characterized by mutual trust, honesty, and openness” (Robbins & Judge, 2017, p. 281). White acknowledges that she needs to investigate claims, counsel staff, improve morale, and weed out employees resistant to cultural changes (Noguchi, 2018). However, improving corporate culture is not the only change that needs to be made. The Apex Restaurant Group needs to implement an organization-wide program that addresses and prevents sexual harassment. Before such a program can be developed, sexual harassment issues, laws, and regulations need to be examined.