problem analysis final project implementation and evaluation plan

8/9/2019 Problem Analysis Final Project Implementation and Evaluation Plan

1/24

1

Final Team Project:

Problem Analysis, Implementation, and Evaluation

Team B:

Robin Faulk

Habib Fayiz

Stephen Killingham

Aleacia Meredith

Chenista Straubel

MGT/350

Edward Robinson

November 17, 2004

Workplace Violence: Sexual HarassmentA Problem Analysis, Implementation, and Evaluation Plan


2/24

2

Abstract

The General Duty Clause found in Section 5(a)(1) of the Occupational Safety

and Health Act states:

Each employer shall furnish to each of its employees employment, a place of

employment which are free from recognized hazards that are causing or are likely to

cause death or serious physical harm to its employees.

Efforts to reduce workplace violence representative of hostile work environments

as defined by, but not limited to sexual harassment, homicide, threats, etc. can include

1) pre-employment screening, 2) zero tolerance for threats, 3) fair grievance

procedures, 4) mental health resources (counseling), 4) termination procedures, 5)

workplace violence training, and 6) physical security.

A 1998 special report issued by the Bureau of Justice Statistics identified seven

occupational fields that experience the highest number of workplace violence: Retail,

Law Enforcement, Teaching, Medical, Mental Health, Transportation, and Private

Security. Between 1992 and 1996, in excess of 2 million workers reported work place

violence and 40 percent of those individuals reporting nonfatal incidents knew their

offenders and women are more likely than men to experience workplace violence.

In response to these issues, companies can assess their vulnerability to

workplace violence claims by objectively reviewing their physical facilities, instruct key

personnel in risk recognition and scenario preparation for crises management, and by

including proper guidance in litigation avoidance.

This paper discusses a particular type of workplace violence that is indicative of a

hostile environment, sexual harassment. We provide the following:



3/24

3

A brief review and description of the problem by framing the problem and three

alternative solutions,

Evaluation of the alternatives by utilizing standard tools and techniques including

ethical implications,

Implementation plan including an evaluation of resources, a resistance management

plan, and an anticipated timeline, and

An evaluation of the success of the solution which answers the following questions

and defends our position:

o Criteria: How we know we have made the best possible decision?

o Tools and techniques we use to evaluate the outcome(s)?



4/24

4

Final Team Project:

Problem Analysis, Implementation, and Evaluation

Description of the Problem

Sexual harassment is misconduct based on sex, whether directed towards a

person of the same or opposite sex. Unwelcome sexual advances, requests for sexual

favors, and other physical, verbal, or visual conduct based on sex constitute sexual

harassment when:

Submission to the conduct is an explicit or implicit term or condition of employment

Submission to or rejection of the conduct is used as the basis for an employment

decision, or

The conduct has the purpose or effect of unreasonably interfering with an

individuals work performance or creating an intimidating, hostile, or offensive

working environment.

Sexual harassment knows no gender: Men can sexually harass women, and women

can sexually harass men.

The Federal Equal Employment Opportunity Commission reported a more than

fifty percent increase in the number of sexual harassment charges filed with federal and

state agencies during 1992. Some people have suggested that the Anita Hill-Clarence

Thomas hearings raised the consciousness of female workers, and that the expanded

remedies now available to harassment plaintiffs under the Civil Rights Act of 1991 are

an incentive to bring such claims to the surface. Such a dramatic increase in the

number of agency filings, underscores the need for employers to implement policies and

procedures for timely and effective investigation of all sexual harassment complaints.



5/24

5

The investigation stage is crucial because the results of the investigation will determine

whether remedial action is warranted. If remedial action is warranted, the facts gleaned

from the investigation will form the basis of the company's decision as to what action(s)

is appropriate.

In order to take the appropriate action, there are several factors that must be

considered:

The severity, frequency and pervasiveness of the conduct;

Prior complaints made by the complaining employee;

Prior complaints made against the accused employee; and

The quality of the evidence (first hand knowledge, rumor, credible corroboration,

etc.) to support whatever action is taken.

Frame Alternatives

All instances and accusations reported of sexual harassment should be

investigated by highly trained and qualified staff educated in the investigative process

and also familiar with the rights and obligations of both the employer and employee.

This matter must be taken seriously consistently.

In the event that the investigation is inconclusive or it is determined that there

has been no harassment in violation of company policy, but the investigation reveals

some potentially problematic conduct, some preventative action should be taken. At a

minimum, the accused and the accuser should be reminded of the company's policy

against harassment and counseled about avoiding potential problems in the future.

Disciplinary measures should be proportional to the seriousness of the offense.



6/24

6

We discuss preventive measures first because we feel that prevention is the best

form of relief an employer can provide. Preventative measures include training,

counseling, and workplace monitoring. Disciplinary actions may include oral and written

reprimands, suspension, and termination.

Training

Training provides the employees with the required knowledge for future

prevention of such cases. Training programs can include the extent of the companys

sexual harassment policy, and information regarding violation of policy, policy

implementation or dissemination, key personnel, supervisor responsibility, employee

responsibility, complaint submission, confidentiality, program-related meetings,

conducting program meetings, agreement of participation, non-English speaking

employees, and program recommendations for improvement.

Referral to Counseling

It is important when defending corporate policies that the proper timing is

executed in the intervention of potential problem areas. The purpose of the counseling

is to assist the employees in developing greater self-understanding of issues that may

interfere with their ability to function in an optimal manner. All counseling is confidential.

Counseling sessions can be on sight services offered by the organization or employers

may refer employees outside entities.

Monitoring

Monitoring employee activities provides some level of assurance that all rules

and regulations are followed in accordance of the companys sexual harassment policy.

Monitoring can be done in a variety of methods:



7/24

7

Observation including video surveillance and computer monitoring; and

Telephone monitoring including recording calls and eavesdropping.

Oral or Written Reprimand

A written warning may be warranted without a record of prior offense. When a

written warning is called for, it should be precededby an interview similar to the oral

reprimand, differing only in that the employee is told at the conclusion of the interview

that a written warning is to be issued. The interview should address the condition or

behavior. The written warning willinclude a statement of the reason for the discipline,

consequences of continued infraction, any commitment on the employees part to

correct their behavior, a timelinefor their actions, and any follow-up actions to be taken.

The employee should acknowledge receipt of the warning by his or her signature, even

though the signature does not imply agreement. A copy of the written notice should be

placed in the employees personnel file in the Human Resources office. The employee

shall have the opportunity to provide a written response to the written notice.

Suspension

Suspension is an action which places an employee, for disciplinary reasons, in a

temporary status of no duties and no pay. A suspension, regardless of duration, is an

adverse action and considered a severe disciplinary action. Ordinarily, it is the final step

in the disciplinary process before removal action and is accompanied by a warning to

the employee that a further violation of rules could result in removal. A suspension

prevents an employee from performing work and denies salary for the suspension

period. Therefore, a suspension is not normally imposed for indebtedness or for

performance-related factors in non-disciplinary situations.



8/24

8

Evaluation of the Alternatives

Training

The U. S. Supreme Court has ruled that companies that provide legal training for

their managers will not be liable for punitive damages

(http://www.fairmeasures.com/training.html ).

Every employer should have a policy in place to deal with sexual harassment. An

environment free from sexual harassment is a condition of employment, and so it is the

duty of the employer to provide it. Under the Employment Equity Act, the employer may

be liable if they were aware of the sexual harassment and failed to take action.

The employer should place notices throughout the premises, which detail the

company's commitment to preventing the occurrence of sexual harassment. A company

policy on sexual harassment should set out what the company considers to be the main

types of sexual harassment and the penalties that relate to it. For example, sexual

harassment could be listed as gross misconduct in the disciplinary policy, which may

result in summary dismissal.

Employers need to examine why the problem has occurred in the first place.

Perhaps if the company had an effective approach to dealing with sexual harassment

then the problem would never have happened.

Is the company harassment policy clear enough?

Has it been communicated to all employees?

Is the policy enforced consistently?

In the large percentage of cases, the alleged harasser is not aware that their

behaviors are offensive or unwelcome, and the majority of these claims can be settled

http://www.fairmeasures.com/training.htmlhttp://www.fairmeasures.com/training.html


9/24

9

by an apology and a promise by the harasser to correct his or her behavior. For this

reason, it is important that all employees are aware of exactly what the company

defines as sexual harassment. Communication is the key and making sure that all

people, management policies, procedures, paperwork, and good business practices are

in place is common sense and just. Presenting the Respect vs. Harassment training

program is the beginning of a journey that can strengthen a culture of respect within an

organization. The program is designed not only to prevent sexual harassment, but also

to prevent the occurrence of other types of disruptive, unwelcome behavior in the

workplace.

It is difficult to predict the degree to which disrespectful behaviors interfere with

the productivity potential of each person. However, the positive effects of treating each

other with respect are well known:

Improved quality of teamwork and problem solving.

Reduced absenteeism and turnover.

Increased potential for higher productivity and profitability.

In a diverse workforce, where respect may mean different things to different

people, new interpersonal skills are necessary to assure that valuing differences fosters

a culture of respect. The goal of Respect vs. Harassment training is to provide

employees and managers with the skills and information they need to work together

respectfully and productively, and to heal work relationships when conflicts do occur.

For organizations which choose to create a culture of respect, Respect vs.

Harassment training is essential to assure consistent, high-quality, and timely delivery of

employee and management programs. With the senior leadership's participation in



10/24

10

presenting the Respect vs. Harassment program, they are joining other colleagues who

know that high performance organizations demonstrate that respect is valued. Senior

leadership can also make a statement that includes:

Management takes these issues seriously and that harassment will not be tolerated.

Emphasis that management personnel are accountable to contact their resource

person/department any time they have knowledge of actual or potential harassment

situations.

Retaliation against those who use the organizations complaint procedure will not be

tolerated.

Referral to Counseling

Several programs that employers offer can assist employees in obtaining mental

health counseling that can help both the victims and potential oppressors. The intent of

assistance programs is to provide confidential services when needed before problems

actually appear. The programs are designed to help employers support employees

while addressing the needs and duties of the organization to provide a safe and healthy

environment. Programs help employees seek and receive services and treatment to

ensure the safety of all personnel and to help employees return to work after a referral

is made.

EAPs (Employee Assistance Programs) vary in scope:

Referral-only Programs. Referral programs provide a contact phone number and

referral to community resources, self-help programs, substance abuse treatment

providers, and crisis intervention counseling. These programs rarely include case

management or financial support.



11/24

11

In-house Programs. In-house programs often provide specialized outside

treatment resources for crisis intervention and assessments. Identification of this need

for specific individuals usually surfaces during performance reviews or in disciplinary

proceedings.

Outside Programs. A common model of employee assistance that provides

specialized staff and services removed from direct supervision of employers. This is

commonly the most effective and acceptable form of program for employees and

employers. Services range from crisis intervention, short-term counseling, and

assessment. This can include anger management programs as well as change

management models.

Consortium Programs. A more comprehensive and cost effective model, these

programs are usually targeted to a specific industry in a geographical area and are

offered throughout an organization as a training and informational model.

Mixed Model Programs. These programs are developed for specific employers

with multiple worksites and differing needs and resources.



12/24

12

Monitoring

Policies regarding monitoring have been questioned in the courtroom as they

may appear to be a violation of the Privacy Acts for both employees and for customers.

The moral and ethical standards of monitoring should be considered as this action may

help to create symptoms of a hostile work environment indicating a sick corporate

culture that can turn counter-productive quickly.

Suspension

Understanding the legal ramifications of severe punishment in harassment

problems, employers must appropriately implement corrective actions, but also evaluate

the degree of their reactions in order to prevent lawsuits as best as possible.

Another alternative solution to resolving sexual harassment problems, other than

termination, is suspension and loss of wages or bonus, in contrast to termination.

Making a good-faith effort to remedy incidents of sexual harassment may minimize an

organizations legal liability (Segal, J. A., 1997, para. 2) Organizations need to take into

account if the harassment was a first time or repeated offense. By not implementing the

harshest form of discipline, which would be termination, an employer is making the

good-faith effort of administering a slightly lesser punishment of suspension and loss

of wages or bonus. When companies are not sure whether to discharge, many

employers opt to suspend. As a practical matter, in close calls, suspensions are

appealing (Segal, J. A., 1997, para. 42). In addition and according to Legislative &

Legal Updates, some courts have accepted suspension as one of the appropriate

actions for organizations to help prevent future harassment issues. An example,

Suspending an alleged harasser without pay pending an investigation and telling the



13/24

13

alleged harasser not to contact the employee (the alleged harasser then resigned).

Coates v. Sundor Brands, Inc., -- F.3d --, 1998 WL 789169 (11th Cir. Nov. 13, 1998)

(http://www.npelra.org/legal/tedclak.asp, para. 24). By implementing this technique,

other employees will most likely be discouraged from displaying any kind of harassing

behavior.

Suspension can go on while the investigation is being conducted or even as a

result of the investigation as a means of corrective action. This type of corrective action

definitely conveys to all employees that this kind of behavior is not acceptable and will

be subject to ramifications up to and including termination.

Decision and Implementation

Training

Prevention is the best medicine when it comes to issues related to workplace

violence and its symptoms of a hostile work environment including sexual harassment

therefore, we feel that the best solution is training. This decision is based on the

following critical thinking:

We believe that educating can be the best start to ending a bad situation from the

beginning; and, it can also be used as preventive medicine for future reference.

Evaluation of Resources

Developing and implementing an effective workplace policy is essential in

preventing harassment. Education is also important. People have to know there is a

policy and what it says. The employers position on harassment should be contained in

a clear policy statement, distributed to all employees, posted on bulletin boards and

provided to all managers, supervisors and new employees.



14/24


15/24

15

made. To encourage prevention, also spell out the disciplinary consequences of

harassment of any employee.

Guarantee a fair and prompt reaction to anyone with a complaint of

harassment.

Resistance Management Plan

Education is important in preventing sexual and other types of harassment.

Everyone must know about the policy. Management must educate staff at all levels and

make them aware of the ongoing commitment to that policy. A sensitive policy also can

serve to foster an understanding of the true nature of harassment and its destructive

consequences. Remember, prevention is better than cure, and a policy prohibiting

harassment can provide the basis for prevention.

Employers that conduct training usually stop after training of managers and

supervisors. We recommend that training be conducted for every manager, supervisor

and employee as to the employers expectations of appropriate behavior and the

penalties for non-compliance. The thought of employee training is often met with

resistance from employers who wonder, "Arent we just educating potential plaintiffs?"

Not necessarily. What we have found after over 15 years of training employees all over

the country is that employees keep things within the organization when they are taught

what kinds of activities can be considered to be harassment, how the law defines

harassment and how they should go about making an internal complaint. When

employees understand that they have an internal outlet to resolve their concerns, they

are much less likely to become a "plaintiff" (http://www3.uakron.edu).

Anticipated Timeline



16/24

16

Even the best harassment policy and procedure will not be successful unless

everyone knows about it. Develop a plan for notifying employees about your policy and

for training people responsible for implementing it.

There are many ways for employers to get the word out. What works for one

employer and audience may not be the most effective approach for others. On the

cutting edge of dissemination, some larger employers have utilized the "information

highway" in their endeavor. Policies and procedures can be placed on your

organizations web page, or you may want to design a specific web page to provide

information, forms and identify people on-site to whom complaints may be made. This

can also be a good way to publicize support services for victims of alleged harassment,

organizations "Help-line," and information on how to file complaints with state and

federal agencies. Whatever the approach, it should be well-thought-out and maintained.

In addition to the written word, train employers and supervisors about

harassment and the procedure for addressing allegations. All employees should receive

in-service training at least once a year on harassment and your organizations

procedure.

Managers and supervisors need training on both the employers expectations of

appropriate behavior and also what their obligations are when hearing a complaint of

harassment. It is recommended that training takes about two hours to train

management and about one hour to train employees. The following is a checklist for

implementing a harassment prevention plan.

ActionNo

InProgress

To BeImplemented

DateImplemented

Publish policy on harassment



17/24

17

Include policy in employee handbook

Include possible disciplinary action inemployee handbook

Distribute *DFEH Information Sheet to all

employees

Include *DFEH Information Sheet in new hireorientation packets

Display posters in workplace

Designate two investigative officers

Post officers names/contact number

Establish organization process

Inform employees of process

Train investigators

Train managers/supervisors

Train employees

*DFEH = DEPARTMENT OF FAIR EMPLOYMENT AND HOUSING

Evaluation

Prevention is the number one measurement for maintaining a harassment-free

environment. Knowing the standards used to identify: What is harassment? And how

investigations resolve allegations is very important in both prevention, and in resolution.

Training corporate staff about sexual harassment issues is very important, and also

training the human resource department on how to respond to these claims can set the

foundation for later perceptions regarding these issues. Documenting the attendance of

meetings, the distribution of materials and obtaining employee acknowledgement of

receipt of the training and materials is an essential duty of the organization.

Criteria

How we know we have made the best possible decision.



18/24

18

Industry indicators reveal that training results in fewer issues and lessens the

effects of reported issues. Training employees creates awareness to the problem,

helps employees to understand the issues, reinforces preventive skills, and provides a

framework to follow in prevention.

Creating and maintaining harassment policies and procedures helps everyone in

the company to understand that the company does not condone this type of behavior

and attempts to educate everyone on how to prevent these types of incidents from

happening.

Training is a "good-faith" effort on behalf of the company to help in the prevention

or defense of unnecessary or unwarranted lawsuits.

Employers must provide comprehensive discussion of the legal standards and

related issues involved in resolving sexual harassment incidents. It is important to make

clear, all disciplinary procedures, but it is more important to enforce the disciplinary

procedures in EVERY instance throughout the organization fairly. Inconsistent

application of company policies and procedures can render such policies null and void

when investigated, which will make them ineffective and useless forms of defense in

this arena. The steps followed must be reasonable and effective in ending the

harassment, in addition to preventing recurrence. If the actions are treated as merely

inappropriate behavior and are not effective in ending the harassment or preventing it

from escalating, additional steps must be taken so that everyone knows the conduct is

prohibited.

In order for the organization to know if they have made the best possible decision

is to follow with everyone one involved in the situation. Far too often organizational



19/24

19

leaders want to clear up a negative incident as soon as possible and hopefully forget

that it ever happened. However, in order to ensure the best decisions were made the

organization must continue to address the problem even once it has been resolved.

The objective of the company should not be to drag the issue on but to show that they

have a genuine concern and will not tolerate harassment on any level. If they company

sees a distinctive drop on sexual harassment charges and allegations as a result of

their actions they can take some comfort in knowing that they made the proper choices.

Confidentiality, after claims are made can avoid the bandwagon effect;

however, this is not always the case as the victims discuss the issues among co-

workers to gain support either emotionally or evidentially. Employee feedback is always

going to be the best measurement for determining the effectiveness of company policy

upon employee morale.

Tools and Techniques

How we evaluate the outcome.

The criteria for measuring a successful outcome of this type of problem, even if

sexual harassment has been established, and at least one employee is terminated or

resigns, include the following:

Sexual harassment was either substantiated or unsubstantiated and both parties

were informed and dealt with accordingly.

Both employees and all employees involved understand the situation, and accept

the actions, whether negative or positive, as a result.

Employee moral has not declined. (In order to prevent negative or low moral, other

employees are reminded of the companys intolerance to sexual harassment. In



20/24

20

addition, notification of the results of the investigation may need to also be relayed to

employees involved.)

The most successful item on this list of criteria of a successful outcome is no

involvement of lawsuits.

Conclusion

Sexual harassment is seldom reported within an organization due to the

complexity of the issue, difficulty in proving, possible resulting retribution of both the

reporter and the reported, and the stigma attached to the individuals involved. It is

important to note that sexual harassment accusations are not limited to women versus

men; men are also sexually harassed by women, women by women, and men by men.

The distinction must be made clear that women are not always the ONLY victim of

sexual harassment. Often times, both individuals are the victims of sexual harassment,

i.e. consent by mutuality that later falls under scrutiny due to relationship issues turning

the relationship into unwarranted or unwanted continuity that is difficult to avoid due to

the nature of a working relationship. The victim then becomes the one that speaks out

or reports the matter first! It is for this reason that companies may establish policies that

discourage or prohibit employees from dating stating that the relationship becomes a

conflict of interest and not in the best interest of company morality, values, mission, or

purpose.

The victims risk their jobs by speaking out. The intent of the victim comes under

close scrutiny, and these accusations are based upon how others view the expectations

of the outcome: Are they speaking out for the sake of the principle of the matter? Are

they wearing their needs on their sleeves and purporting: Im a victim; feel sorry for



21/24

21

me, or is it for attention or the potential rewards of notoriety and monetary

contributions based upon perceived pain and suffering? On the other hand, it is the

nature of individuals within our society to abhor, oppose and to confront injustice while

seeking dirty laundry and one accusation of sexual harassment within an organization

can cause a multitude of others to come forward.

Sexual harassment accusations can begin a slow process of ruination for both

the individuals involved as well as the organization. The accusations can create a

hostile work environment that will tend to erode and to crumble employee job

satisfaction, and effectiveness. The success of the organization, then, suffers due to a

decrease in productivity and company-wide skepticism concerning moral and ethical

values. If these issues go unchecked or unaddressed, employee moral suffers greatly

and begins to reflect in the corporate bottom-line, and this is reflective in quarterly

reports analyzed by the CEO and board of directors.

There is a distinction between administrative enforcement of sexual harassment

accusations and private litigation for monetary damages. Administrative enforcement

includes potential Title VII violations that require organizations to seek voluntary

corrective action before pursuing termination or other enforcement mechanisms.

Companies guilty of Title VII violations can face sanctions and probation by EEOC

opening the door to civil or criminal suits filed for damages, etc. Civil or criminal litigation

can arise between the individuals as well as between the individuals and the company.

This creates an external environmental issue to the company within the community and

possibly the market.



22/24

22

Any type of grievance filed against an organization can lead to corporate

illnesses, which affects employee morale, productivity, and confidence. Later these

issues surface in corporate reports as a loss of productivity and market effectiveness

(boycotts due to labor violation accusations, etc.), loss of customers, consumer

satisfaction and confidence drop in the market shares (investors), and possibly even the

loss of quality vendors willing to do business with your organization.

Laws, court decisions, company policies, and a multitude of training programs

have all taken aim at the problem (Monaco, L. and Ellet, B., 2000, para. 2). Companies

have realized as a result of lawsuits and loss of work production that sexual harassment

prevention tactics must be put into place. Outside of making sure that the legally

required Equal Employment Opportunity codes and notices are visibly posted in the

workplace, there are no absolute tactics that companies must enforce to dissuade

sexual harassment in the workplace. However, it is highly recommended by the courts

to establish other techniques to inform employees of the companys intolerance of

sexual harassment of any kind. Companies should establish their own policy indicating

their intolerance of any type of harassment in the workplace from ALL employees, which

also gives examples of inappropriate behavior and outlines the punishment of such

unwarranted behavior. In addition, seminars, training courses, and presentations are

also good techniques.



23/24

23

Resources

Federal Register: March 13, 1997 (Volume 62, Number 49), ppgs. 12033-12051.

Retrieved October 31, 2004

http://www.ed.gov/legislation/FedRegister/announcements/1997-1/031397b.html

Monaco, L. & Ellet, B. (2000, September). Many ways to thwart sexual harassment,

Part 1 of 2. Retrieved November 2, 2004, from University of Phoenix, RDS

Business & Management Practices site. Keywords: sexual harassment.

NPELRA Home: Information Resources: Legislative & Legal Updates. (2004, November

13). Retrieved November 13, 2004, from http://www.npelra.org/legal/tedclak.asp

Segal, J. A. (1997, October). The Catch-22s of remedying sexual harassment

complaints. HR Magazine. Retrieved on November 11, 2004 from the University

of Phoenix ProQuest database. Keywords: sexual harassment

Unknown. Employee Assistance Programs. US Department of Heath and Human

Services. Retrieved November 12, 2004.

http://www.health.org/workplace/fedagencies/employee_assistance_programs.as

px

Unknown. Ethics in Consulting: Workplace Violence. Mittvick & Associates, LTD.

Retrieved November 12, 2004.

http://www.mittvickassociates.com/page/page/1145668.htm

Unknown. Fair Measures. Retrieved November 11, 2004, from

http://www.fairmeasures.com/training.html

http://www.ed.gov/legislation/FedRegister/announcements/1997-1/031397b.htmlhttp://www.npelra.org/default.asphttp://www.npelra.org/ir.asphttp://www.npelra.org/ir_leg_updates.asphttp://www.npelra.org/legal/tedclak.asphttp://www.health.org/workplace/fedagencies/employee_assistance_programs.aspxhttp://www.health.org/workplace/fedagencies/employee_assistance_programs.aspxhttp://www.mittvickassociates.com/page/page/1145668.htmhttp://www.fairmeasures.com/training.htmlhttp://www.ed.gov/legislation/FedRegister/announcements/1997-1/031397b.htmlhttp://www.npelra.org/default.asphttp://www.npelra.org/ir.asphttp://www.npelra.org/ir_leg_updates.asphttp://www.npelra.org/legal/tedclak.asphttp://www.health.org/workplace/fedagencies/employee_assistance_programs.aspxhttp://www.health.org/workplace/fedagencies/employee_assistance_programs.aspxhttp://www.mittvickassociates.com/page/page/1145668.htmhttp://www.fairmeasures.com/training.html


24/24

24

Unknown. (March 2004). Safety and Health Topics: Workplace Violence. US

Department of Labor Occupational Safety and health Administration. Retrieved

November. http://www.osha.gov/SLTC/workplaceviolence/

Unknown. Sexual Harassment in the Workplace. Retrieved November 17, 2004, from

http://www3.uakron.edu

Van Mechelen, Rod (1992). False Accusations of sexual harassment. Retrieved

October 31, 2004 http://www.vanmechelen.net/microsoft/main.html

http://www.osha.gov/SLTC/workplaceviolence/http://www3.uakron.edu/http://www.vanmechelen.net/microsoft/main.htmlhttp://www.osha.gov/SLTC/workplaceviolence/http://www3.uakron.edu/http://www.vanmechelen.net/microsoft/main.html

problem analysis final project implementation and evaluation plan

Documents