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A gender war erupted when Anita Hill accused U.S. Supreme Court nominee Clarence Thomas of sexual harassment. These allegations divided Americans and brought sexual harassment to the forefront of issues in the work environment. Suddenly, sexual harassment had to be clearly defined. The Equal Employment Opportunity Commission's definition is “Sexual harassment is any unwelcomed sexual advances, requests for sexual favours and other verbal or physical conduct of a sexual nature.”(7) The problem, however, lies in the difference of opinons in defining which behaviours constitute sexual harassment. One individual may find a crude joke funny while another individual may find it humiliating. It has been well documented that when employers establish an effective sexual harassment policy, most of the harassment cases can be handled within the company. This eliminates substantial costs that could be incurred by litigation, unproductive management, employee morale, and even community embarrassment. The hallmarks of an effective policy include communication and clarity. The employer should provide the employees with a confidential and retaliation‐proof system to report sexual harassment. This will encourage victims to come forward so the company can correct any current or future problems.

Briefly defines sexual harassment before using case law in order to demonstrate examples through the years. Looks at new developments concerning sexual harassment in City government and asks what cities have learned from case law. Provides some recommendations for combating sexism and sexual harassment and concludes that there is a need for vigilance. Suggests that much more work is required in this area.

Describes a study which examined the incidence, antecedents and consequences of self‐reported sexual harassment at work. Data were collected from 829 women and 766 men employed by a single large professional services firm using anonymously completed questionnaires. Women reported significantly more sexual harassment than did men. The experience of sexual harassment was related to lower satisfaction, greater intention to quit and greater cynicism about the firm′s commitment to fair treatment of staff, for women but not for men. Work setting characteristics were stronger predictors of self‐reported harassment than were personal demographics for women but not for men. Offers implications for reducing the incidence of sexual harassment at work.

Treats sexual harassment as an issue that affects employee effectiveness. Not only is there an obvious effect on the person being harassed, but everyone, fellow employees, management and even the harasser, is less productive. Sexual harassment is shown to be a function of the power relationship between individuals and groups of individuals. Discusses the obligations of management in the development of a harassment‐free work culture from the viewpoint of increasing the effectiveness of organizations.

Sexual harassment is a major concern in today's work environment. Employee sexual harassment complaints have increased substantially year after year. This issue is at the forefront of today's most sensitive topics in American business. Progressive employers are taking steps towards preventing sexual harassment to increase morale and reduce legal costs.

Although sexual behaviour in the workplace is not a recent phenomenon, only within the past ten years have companies began to understand the implications of sexual harassment in the corporate environment. In a 1988 study, Working Woman magazine stated that 90 per cent of Fortune 500 companies had received sexual harassment complaints; and these sexual harassment problems cost the average Fortune 500 company approximately $6.7 million per year in legal costs, employee absenteeism, turnover and lack of production [4, p. 67].

Professor Anita Hill's testimony in October of 1991 at the Senate confirmation hearings for then Supreme Court nominee Clarence Thomas brought more attention to the issue of sexual harassment than in any other year since the Equal Employment Opportunity Commission (EEOC) published its definitional guidelines in 1980. Recent events such as the Navy's Tailhook incident and current sexual harassment claims filed against several U.S. Congressmen have heightened awareness of the magnitude of the sexual harassment problem.

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.

Covers the legislation which protects children from sexual harassment in schools. Discusses the types of sexual harassment which exist and gives examples of potential unacceptable sexual conduct. Looks at the development of a sexual harassment policy, suggesting action for the parents and schools, and provides a framework for the above mentioned policy. Provides case studies of issues currently found in schools and discusses the problems they have encountered.

Suggests that sexual harassment is very common. Analyses the defences to sexual harassment under three categories: general employer defences to claims of sexual harassment, unique defences to hostile environment harassment and new developments to sexual harassment defending sexual harassment claims. Provides cases as examples. Concludes that there is still a great deal of manoeuvring room within the language of the Court.