Abstract
Most employers installed sexual harassment grievance procedures and sensitivity training by the late 1990s. It was personnel experts, not courts, legislatures, or lawyers, who promoted these antiharassment strategies, drawn from the profession's tool kit. Personnel succeeded because it was executives, not public officials, who denned professional jurisdiction, and executives proved susceptible to personnel's argument that bureaucratic routines could reduce legal risk. With each landmark in harassment law, more employers adopted the grievance procedures personnel advocated despite negative reviews from lawyers. Employers who consulted personnel experts were more likely to join the bandwagon; those who consulted lawyers were less likely. The case holds lessons for the evolution of professions, because executives play an increasing role in defining professional jurisdiction.
| Original language | English (US) |
|---|---|
| Pages (from-to) | 1203-1243 |
| Number of pages | 41 |
| Journal | American Journal of Sociology |
| Volume | 112 |
| Issue number | 4 |
| DOIs | |
| State | Published - Jan 2007 |
| Externally published | Yes |
Bibliographical note
Funding Information:This manuscript has been edited for English language, grammar, punctuation, and spelling by Enago, an editing brand of Crimson Interactive Pvt. Ltd.Financial/non nancial disclosure: This study was supported by grants (2018-0964) from the Asan Institute for Life Sciences, Asan Medical Center, Seoul, Korea.
