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A Canadian federal employee’s guide to PIPEDA

A Canadian federal employee’s guide to PIPEDA

First, let’s quickly overview PIPEA: What is it?

The Personal Information Protection and Electronic Documents Act, also known as PIPEDA, is a law passed by the Parliament of Canada respecting privacy for the private sector and applies to personal information collected during the course of commercial activities. (Wikipedia contributors, 2018)

What employers have to work within PIPEDA??

Any employer who falls under federal jurisdiction in the Constitution of Canada.

Those areas being:

  • banks (but not provincial credit unions).
  • marine shipping, ferry and port services.
  • air transportation, including airports, aerodromes and airlines.
  • railway and road transportation that involves crossing provincial or international borders.
  • canals, pipelines, tunnels and bridges (crossing provincial borders).
  • telephone, telegraph, and cable systems.
  • radio and television broadcasting.
  • grain elevators, feed and seed mills.
  • uranium mining and processing.
  • businesses dealing with the protection of fisheries as a natural resource.
  • many First Nation activities.
  • most federal Crown corporations.
  • private businesses necessary to the operation of a federal act. (Government of Canada, 2018)

Specific employers include but are not limited to:

Government of Canada and most federal Crown corporations such as Canada Post, Banks (Bank of Montreal, RBC, Scotiabank, Tangerine), Airlines (Air Canada, Porter, Westjet), and Phone and cable companies (Bell Canada, Rogers, Telus), for examples.

What are federal employers’ obligations under PIPEDA?

  • obtain consent when they collect, use, or disclose their personal information;
  • supply an individual with a product or a service even if they refuse consent for the collection, use or disclosure of your personal information unless that information is essential to the transaction;
  • collect information by fair and lawful means; and
  • have personal information policies that are clear, understandable and readily available. (Wikipedia contributors, 2018)

What are federal employees’ rights under PIPEDA?

PIPEDA gives employees the right to:

  • know why an organization collects, uses or discloses their personal information;
  • expect an organization to collect, use or disclose their personal information reasonably and appropriately, and not use the information for any purpose other than that to which they have consented;
  • know who in the organization is responsible for protecting their personal information;
  • expect an organization to protect their personal information by taking appropriate security measures;
  • expect the personal information an organization holds about them to be accurate, complete and up-to-date;
  • obtain access to their personal information and ask for corrections if necessary; and
  • complain about how an organization handles their personal information if they feel their privacy rights have not been respected. (Wikipedia contributors, 2018)

As a federal employee, how can I access my private human resources file?

Ask! Or send a written letter to your organization’s Chief Privacy Officer or whichever officer is in charge of the company’s privacy policy. Details on who that person is will be available from your employer.

“Ordinarily, it should cost you little or nothing to gain access to your personal information. The law requires an organization to respond to your request at minimal or no cost to you.” (Office of the Privacy Commissioner of Canada, 2016)

References

Government of Canada. (2018, November 9). Federally Regulated Businesses and Industries. Retrieved 29 March 2019, from https://www.canada.ca/en/employment-social-development/programs/employment-equity/regulated-industries.html.

Office of the Privacy Commissioner of Canada. (2016, September 12). Accessing your personal information. Retrieved 29 March 2019, from https://www.priv.gc.ca/en/privacy-topics/access-to-personal-information/accessing-your-personal-information/.

Wikipedia contributors. (2018, November 13). Personal Information Protection and Electronic Documents Act. In Wikipedia, The Free Encyclopedia. Retrieved 29 March 2019, from https://en.wikipedia.org/w/index.php?title=Personal_Information_Protection_and_Electronic_Documents_Act&oldid=868668286.

This article was written by J2DW CEO Peter V. Tretter

The facts about incentive pay

In the following essay, I am going to analyze incentives for workers to perform tasks, and thus come up with a conclusion as to what makes the most sense for employers to incentivize their employees with. I will back up my analysis with the mention of two research papers.

The exchange of money for the completion of tasks, the labour market, is arguably one of the most important transactions for the ongoing of our economy. If it did not exist, we would not be able to progress further into developing our world into a better home for the generations to come. And with this importance, comes a concept just as important, keeping employees just as motivated to continue working.

Human nature is such that motivation within us does not last forever, and thus refilling ourselves on a constant dose of motivational fuel is pivotal in the success of our tasks.

There are in general, two types of incentive pay, which are merit pay and bonus pay. Merit pay can be defined as the permanent increase related to performance against a standard that reflection evidence of permanently increased productivity. The term bonus can also be defined similarly as a single period additional pay related to performance that may not be reproducible in the next period without sufficient additional effort. We will examine the advantages and disadvantages of both these pay structures.

Under the umbrella of merit pay is the piece rate, where workers are paid on the basis of the output they produce. Piece rates hold the benefits of workers are motivated to produce more output because of the fact that their wages are directly proportional to their pay, it is a system that attracts good workers due to the fact that more skilled labour will want to join the company because of such a pay structure, and there exist savings of monitoring workers and keeping track of their productivity.

Seeing how effective such a piece rate method of payment is, I am going to support my argument with supporting research. Edward Lazear wrote a paper titled “Performance Pay and Productivity” where he examined how effective the incentive pay of piece rate was in inducing workers to produce more output. His examination of personnel economics uses data from a company called Safelite Glass Corporation, which is an auto glass company. His use of this data derives from the fact that in 1994 and 1995, management in the company changed the compensation from hourly wages to piece rates. This provided the necessary data to analyze how effective the new piece rate was in inducing more output.

His findings can be summarized into the following points:

1. A switch to piece-rate pay has a significant effect on average levels of output per worker. This is in the range of a 44-percent gain.

2. The gain can be attributed to two components. Approximately half of the gain in productivity resulted from the ability of the company to hire a more able workforce.

3. The change to piece rate resulted in both gains in productivity for the firm and benefits for the employees. Employees on average earned 10% higher due to the change.

4. Switching to a piece rate increases the variance in output. More ambitious workers have less incentive to differentiate themselves when hourly wages are paid than when piece-rate pay is used.

Even though these findings are specific to one firm, they provide useful insights into how piece rates can affect employees and firms.

In a different research paper titled “Pay Enough or Don’t Pay At All” by Gneezy and Rustichini, the researchers find that some employees react negatively to the piece rate offered if the wages are not substantial enough.

The researchers set out to figure out whether the default economic theory that incentives should induce performance is realistic in the complex world we live in. The researchers conducted an experiment in a lab where students were asked to answer a few IQ test questions and were told that they would be paid a piece rate related to the number of answers they got correct. They got a base pay for showing up for the test and then the subjects were divided into three groups that were randomly assigned a piece rate.

What the researchers found is that the test subjects perceived the piece rate as follows. The test subjects just offered the base pay and nothing more did the job more effectively than subjects that were offered a small piece rate plus base pay. This is because offering a small piece rate changes the perception of the contract as explained below.

If a zero piece rate is offered, subjects tend to perceive the ‘contract’ as follows: “The experimenter has offered me 60 cents to do a job. Now I know what that job is –answering questions—and it is my job to do it satisfactorily.” Putting this in a different way—subjects interpret this as a gift exchange contract.

If a positive piece rate is offered, subjects tend to perceive the contract more as follows: “The experimenter has offered me 60 cents to show up. I’ve done that. Now he is offering me 10 cents per question to answer questions.

The question of incentive pay is an important question labour economists have been trying to answer for years and we need to strive as a society in figuring out what the most effective way of motivating our employees is. In the above analysis, I briefly touched upon piece rate with some evidence from research, but there are a variety of incentive pay schemes the labour market can take advantage of.

Piece rates can be effectively put to use to induce productivity if used correctly. In the case of the first research paper, the nature of the work determined the success of the piece rate. In the second research case, a high piece rate was effective in inducing higher productivity. The piece rate, if implemented wisely, can be a very important determinant in a company’s labour output.

References
1. Gneezy, Uri, and Aldo Rustichini. “Pay Enough or Don’t Pay at All*.” Quarterly Journal of Economics, vol. 115, no. 3, 2000, pp. 791–810., doi:10.1162/003355300554917.
2. Lazear, Edward. “Performance Pay and Productivity.” 1996, doi:10.3386/w5672.

Religion and the Modern Workplace

Freedom of religion is a constitutionally protected right in Canada. Freedom of religion allows religious believers to have the freedom to assemble and to worship without limitation or interference. However, freedom of religion has not always been granted in the history of Canada. There are numerous religions, and workplaces should be aware that an individual religious employee may have varying beliefs from other religious employees. Employers are required to provide reasonable religious accommodations to their employees. Employers also need to effectively incorporate Christians, with diverging views, into a diverse workplace culture for the workplace to be successful.

The workplace culture has continued to evolve and change over time. Modern workplace employees and employers are now faced with different challenges than previous generations of workers. Technology has changed modern workplace interactions as workplaces have opportunities to become more global and diverse. However, religious employees can still bring skills that will benefit the workplace when these employees are properly integrated with the skills of the non-religious affiliated workers.

Inclusion has become an increasingly important concept for workplaces. Equality forms the foundation of inclusion. Employers must understand that equality does not necessarily mean treating everyone the same, but rather appropriately taking into consideration the differences of employees. Inclusion focuses less on what makes people different and more on creating a workplace environment that encourages employees to bring various perspectives, contribute a variety of ideas, and where employers can be appreciated for all aspects of their diversity in the workplace. There are benefits to creating an inclusive workplace environment. Inclusive workplace cultures develop organizational practices and goals that allow employees having different backgrounds to be treated equally within the workplace. Inclusive workplaces generally have higher job satisfaction, lower employee turnover, higher productivity, increased employee morale, improved problem solving, additional creativity, and an improved quality of employees through better hiring and retention practices.

The integration of work and faith is an ancient concept for some countries. Employee integration is an important component of a successful workplace. The values that workplaces need for long-term effectiveness are similar to the values exhibited in the major religions such as loyalty, compassion, respect, integrity, humility and a belief in something greater than the job or the individual employee. Employee integration can be easier when a culture of respect, tolerance, and acceptance is established within the workplace. Diversity is based on a positive attitude to differences, along with recognizing that everyone is unique and that these differences should be respected for the benefit of the workplace. Workplaces need to develop employee integration strategies that will allow the workplace to maintain success in the future.

Employee integration strategies should recognize the strengths and weaknesses of individual employees. Diversity encourages the individuality of employees and the unique qualities that the employees can bring to the organization by seeing differences as a valuable resource to a workplace. When diversity is acknowledged and respected employers can find new ways to maximize and capitalize on the different skills and ideas. Employees that feel valued and respected are much more likely to be actively engaged or put forth their best efforts for the workplace. Employee integration is more effective when employees feel as though their relevant input is valued. Employers should eliminate employee stigmas and reduce conflict or issues that develop between employees. Employers need to promote a safe and healthy work environment especially as new employees are integrated into the workplace. A diverse workforce brings a unique set of experiences and perspectives, which are essential for developing new ideas and innovations. The management of workplace diversity focuses on integrating individual differences into the workplace to benefit both the individual employees and the organization. Communication is also an essential factor that will contribute to the success of any workplace.

Workplaces can significantly benefit from inclusion and diversity. Progress still needs to be made toward the goal of workplaces becoming more inclusive and diverse in the future. However, employee integration strategies should still remain effective when these strategies are implemented properly to improve the productivity, wellness, and success of future workplaces. Religious employees can provide unique skills and values that will benefit workplaces when these employees are properly integrated with other diverse groups of employees along with non-religious affiliated employees. Each employee should be made to feel valued, included, and respected. Future technology will continue to transform workplaces as employees will utilize various new skills to complete assigned tasks. Workplaces could potentially use improved technological advancements in communication that would make workplaces even more globalized. Employers and employees must cooperatively develop a positive workplace culture consisting of good habits, policies, procedures, and values that will allow the workplace to meet various challenges while remaining successful in the future.

Sources:
Benefits of Workplace Diversity and Inclusion
Diversity and Developing an Inclusive Canadian Culture
Diversity Management for the Modern Workplaces
Diversity in Canadian Workplaces: The Present Building to the Future
Integrating Health and Safety in the Modern Workplace
Stats Canada
Workplace Integration Strategies

This article was contributed by volunteer blogger Shan Simpson.

This is the future of employment for Millennials

Millennials, or Generation Y, are considered as the individuals that became adults around the 21st century. The Millennial generation represents approximately twenty-six percent of the Canadian population. Job hopping is considered as the practice of frequently moving from one job to another. For previous generations, job hopping was more commonly viewed as career suicide causing job-hopping employees to be viewed as lacking focus or as unreliable. Workplace employers were more reluctant to hire job-hopping employees with resumes consisting of several short-term employment experiences. However, the increased popularity of job hopping has lead to more acceptance of this practice by employers and job hopping has less of a stigma in the modern workplace.

The Millennial population is typically optimistic, but with unrealistic workplace expectations. These unrealistic expectations result in a very demanding, savvy generation with a lot of “entrepreneurial” spirit. The Millennials’ mentality makes these employees potentially difficult to manage and hold on to in the workplace. However, as an ethnically diverse generation, Millennials do tend to be more tolerant of differences in society within the workplace. The Millennial population is generally more innovative and able to adapt quickly to advancements in modern technology which can be an asset to workplaces.

Job hopping creates significant workplace issues as this practice makes it more difficult for workplaces to establish consistency and cohesion among employees, with consistent employee turnover, among other workplace issues. Ninety-one percent of Millennials are expected to stay at their current job for less than three years. Several workplaces are struggling to keep their Millennial employees for more than two years. Job hopping can also lead to greater job fulfillment, which is more important to Generation Y workers than it
was to any previous generation and a better quality of work among Millennial employees.

Workplaces need to effectively address the differences in values and expectations of each employee generation. Employers can establish workplace strategies to maximize the potential of their employees. An effective workplace should maintain structure with clearly defined roles and expectations for the employers and employees. Employers should provide leadership and a workplace environment should be created where appropriate employee feedback is encouraged. Millennials have an attitude of being ready to take on the world. Their parents told them they can do it and they can. Employers should recognize this attitude as a strength of millennial employees and encourage the confidence of millennial employees to benefit the workplace. Employers must continue to find ways to implement changing technology to allow workplaces to be successful. Millennial employees are more comfortable in teams, than previous generations, and are more productive when their employers acknowledge their input. Millennial employees’ job satisfaction typically decreases quickly when these employees do not feel effectively engaged in the workplace or that their skills are not being properly utilized. Millennial employees generally need a wider variety of activities to stay engaged in their jobs than previous generations.

Millennials want to enjoy their work and these employees want to be involved in their workplace. Millennials want to make friends in their workplace and prefer to work in teams to accomplish tasks. However, employers must also recognize that maintaining a work and life balance is important to a millennial employees’ productivity. Millennials are more prone to work-related stress as this generation feels more pressure to keep up with the demands of the faster paced, modern workplace. Employers should be concerned if their employees aren’t laughing, going out with workplace friends for lunch, or helping to plan the next company event. Understanding the strengths and weaknesses of each generation of employees, along with how each generation of employee interacts with other employees, is an important element to a successful workplace. Challenges are ahead for workplaces expecting to retain and advance the Millennial generation of workers, but any workplace willing to meet those challenges can expect well-educated, hard working, and loyal employees in the future.

Sources:
How to Manage Different Generations
Millennials and the Workplace
Statistics Canada
The Pros and Cons of Job Hopping

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Sexual Harassment Interventions

Sexual harassment affects people of all ages and races and of both sexes. Although it has been outlawed under Title VII of the Civil Rights Act of 1964 and prohibited under Title IX of the Education Amendments of 1972, many companies and schools have yet to develop adequate policies and procedures for addressing sexual harassment. Evidence of this is apparent in the increased number of grievances filed with the U.S. Equal Employment Opportunity Commission (EEOC): from 10,532 filings in 1993 to 15,889 in 1997 (Ganzel 1998). The Supreme Court rulings in Faragher v. City of Boca Raton and Burlington Industries v. Ellerth are an attempt to halt these incidents by requiring harassed employees to work within their companies to resolve grievances before turning to the EEOC. They place responsibility on the employer to set guidelines for preventing sexual harassment and on the employee to follow them (Barrier 1998).

This Digest examines the implications of federal laws covering sexual harassment, the characteristics of company policies and grievance procedures to prevent and report sexual harassment, and program strategies for preventing sexual harassment in schools and workplaces.

What Institutions Can Do

The Supreme Court’s recent rulings are motivating employers to take actions that reflect their compliance with federal laws as protection against sexual harassment litigation. Emerging from the literature on sexual harassment prevention are three key steps that employers can take to counter sexual harassment (Kimble-Ellis 1998; “Protecting Employees” 1998):

1. Develop a strong company policy that specifies in writing outlawed behaviors and penalties for their demonstration

2. Establish grievance procedures for reporting, processing, and resolving complaints

3. Provide sexual harassment training for supervisors, managers, and workers that explains what sexual harassment means and how it can be recognized, confronted, and averted.

Strong Company Policy

Although a number of large companies have already established policies governing sexual harassment, effective compliance with the Supreme Court’s rulings on sexual harassment requires that all companies, as well as schools that receive federal funds, establish sexual harassment policies that they put in writing, disseminate, and enforce (Barrier 1998). A company policy addressing sexual harassment must clearly specify (1) the behaviors that constitute harassment and the company’s intolerance of such behaviors; (2) channels employees must follow to report sexual harassment complaints to their supervisors or designated company representative; (3) strategies the company will follow in investigating and resolving a complaint, including confidentiality practices; (4) warnings that violation of the policy will result in punishments that could include dismissal; and (5) assurance that retaliation will not be allowed (Ganzel 1998).

Good policy statements reflect collaboration among executives, supervisors, and employees and among administrators, teachers, and students. They respond to the organizational climate, which includes family and community as well as school influences. Because “sexual harassment is a manifestation of deeply held beliefs, attitudes, feelings, and cultural norms . . , it is predicated on sociocultural views and sex-role stereotypes” (Brandenburg 1997, p. 39). It reflects the abuse of power, a gender-power differential, and sometimes power-related retaliation. Some authors add sexual orientation power struggles to that list (ibid.).

In an address to educators at a conference organized by the Safe School Coalition, Marjorie Fink, a national sexual harassment prevention trainer, identified climate as a major component to guide prevention efforts (“Trainer: Stop Bullying” 1999). Every school, like every business, has its unique climate. In some organizations, verbal teasing, dirty jokes, and sexual pictures may be the dominant behavior that reflects sexual harassment; in others, improper touching, stalking, or shoving may be the misbehavior (ibid.). When all members of a work organization or school become involved in establishing policy, these contextual issues can be more effectively addressed and behaviors targeted.

Grievance Procedures

Although companies are required by law to handle grievances internally before seeking outside litigation, schools are also finding internal grievances procedures to be more effective in handling sexual harassment complaints. “Internal grievance procedures may save time, minimize emotional and financial expense, and be more sensitive to all persons” (Brandenburg 1997, p. 53).

Effective grievance procedures should clearly define the steps for submitting complaints, both informally and formally. Procedures for informal complaints should detail how the harassed person should go about seeking advice or counsel about a proper response to the offending behavior and describe the process of mediation, negotiation, and problem solving that may be used to resolve the issue. Procedures for formal complaints should require that the grievance be submitted in writing and present all facts related to the incident-who, what, where, when, the scope of the incident, and names of individuals involved. Typically, these reports must be submitted immediately after the incident, not weeks later. However, it is the responsibility of each company and school to specify the procedures it wants its employees or students to follow.

Grievance procedures should also identify the person or persons to whom grievances must be submitted. In the grievance officer model, all complaints are processed through a designated supervisor or officer; in the grievance board or committee model, grievances are submitted to a group (Brandenburg 1997). Although the grievance officer model offers the advantage of one entry point for complaint submission, it has the disadvantage of possibly requiring the harassed employee to deal with someone with whom he or she may be uncomfortable. The committee model, which places the problem in the hands of many, has the disadvantage of requiring greater communication and coordination between committee members and the harassed employee, making it more difficult to ensure confidentiality (ibid.).

Whatever process is adopted, the procedures the grievance officer/committee will follow must also be identified, e.g., receive the written complaint, identify the specific harassment, interview complainants, interview the accused, interview witnesses, determine if sexual harassment has occurred, present the findings to both parties along with the consequences of the action, and require employees to accept mandatory arbitration (“Protecting Employees” 1998).

Sexual Harassment Prevention Training

No policy or set of grievance procedures will be effective unless all employees, from supervisors to line workers, administrators to custodial staff, are knowledgeable about the company’s policy and grievance procedures. To prevent vulnerability to sexual harassment allegations, an organization must provide access to training for all employees and document their participation in and completion of the training program. Employees need to be aware that, although the recent Supreme Court’s rulings held companies liable for harassment by supervisors even when management was unaware of the incidents, they made it clear that companies cannot be held liable for incidents in which an harassed employee did not follow the company’s reporting procedures or did not participate in company-sponsored sexual harassment prevention training (“Protecting Employees” 1998).

Sexual harassment training should explain the law that prohibits sexual harassment, identify the actions that may be categorized as sexual harassment, describe the company’s policy and its grievance procedures. However, the training should also heighten awareness of sexual harassment and present strategies for intervention.

Effective programs define sexual harassment and provide information on its incidence. Sexual harassment should be defined as “unwanted sexual attention that would be offensive to a reasonable person and that negatively affects the work or school environment” (Brandenburg 1997, p. 1). The key word in the definition is “unwanted.” Two categories of sexual harassment may be given to guide thinking during the training program: quid pro quo harassment and hostile environment harassment.

Quid pro quo harassment occurs “when submission to or rejection of such (unwelcome sexual) conduct by an individual is used as the basis for employment decisions affecting such individual” (ibid., p. 2). Hostile environment harassment, on the other hand, occurs “when unwelcome sexual conduct causes the environment to become hostile, intimidating, or offensive, and unreasonably interferes with an employee’s or student’s work” (ibid., p. 3). Training programs should ensure that participants understand these definitions so that they can construct their own meanings of sexual harassment as they discuss the experiences of others.

Effective programs reflect good teaching and learning practices. They are descriptive, intensive, relevant, and positive (Berkowitz 1998):

They require the involvement of all members of a company or school and include family and community members who have an influence on the employees’ or students’ life.

They offer participatory, problem-based learning experiences that are interactive and actively engage the student in learning.

They are tailored to the “age, community culture, and socioeconomic status of the trainee and are contextualized to the individual’s peer group experiences” (ibid., p. 3).

They present information from a positive viewpoint, encouraging healthy behavior rather than forbidding poor behavior.

Effective programs teach intervention skills. Berkowitz (1998) identifies the following steps for converting bystander behavior to intervention (pp. 3-4):

Help learners to recognize sexual harassment incidents by providing them with appropriate and relevant definitions and examples of sexual harassment.

Help learners to interpret which behaviors signify harassment.

Encourage participants to share their experiences and their intolerance for certain behaviors as a means of illustrating their common ground.

Encourage participants to feel responsible for dealing with the problem.

Teach intervention skills and provide opportunities to practice them. Use role play scenarios to help participants find comfortable and appropriate ways to express their discomfort with another’s behavior.

Help participants be free of retaliation. Explore participants’ fears about retaliation and provide examples of how interventions will be supported.

Conclusion

Sexual harassment training programs for a business or school organization’s supervisors and employees can be internally or externally provided. Some companies are making training available online. Corpedia Training Technologies in Phoenix, or example, has an Internet-linked CD-ROM-based sexual harassment program to help employees and their supervisors recognize and take steps to prevent sexual harassment (“Sexual Harassment Training Online” 1999).

Although the sources of training may vary across organizations, each program should result in the achievement of designated learning outcomes. Case studies, scenarios, and ill-structured problems offer ways to connect knowledge about sexual harassment to its prevention in the workplace. The ultimate success of a company’s or school’s sexual harassment prevention training program will be reflected in the organization’s ability to eliminate the behavior and avoid sexual harassment lawsuits.

References

Barrier, M. (1998) Sexual Harassment. Nation’s Business 86(12), 14-19.

Berkowitz, A. (1998) How We Can Prevent Sexual Harassment and Sexual Assault. Educator’s Guide to Controlling Sexual Harassment 6(1), 1-4.

Brandenburg, J. (1997) Confronting Sexual Harassment. New York: Teacher’s College, Columbia University.

Ganzel, R. (1998) What Sexual-Harassment Training Really Prevents. Training 35(10), 86-94.

Kimble-Ellis, S. (1998) Safeguard against Sexual Harassment. Black Enterprise 29(5), 36.

Protecting Employees-and Your Business. (1998) Nation’s Business 86(12), 18-19.

Sexual Harassment Training Online. (1999) Best’s Review 99(9), 82.

Trainer: Stop Bullying and Teasing in K-6 to Prevent Sexual Harassment Now, Later. (1999) Educator’s Guide to Controlling Sexual Harassment 6(4), 1, 3.

This project has been funded at least in part with Federal funds from the U.S. Department of Education under Contract No. ED-99-CO-0013. The content of this publication does not necessarily reflect the views or policies of the U.S. Department of Education nor does mention of trade names, commercial products, or organizations imply endorsement by the U.S. Government. Digests may be freely reproduced and are available at <http://ericacve.org/fulltext.asp>.

This paper came from:

123HelpMe.com (2016) Sexual Harassment Interventions. 123HelpMe.com Retrieved from http://www.123HelpMe.com/view.asp?id=35825.