Supervisors dating subordinates when a man is unsure dating
While the idea of having an office sweetheart may boost some employees’ morale, romantic relationships in the workplace can create employee dissension and legal liability for employers.Relationships Between Supervisors and Subordinates While any relationship between employees may cause problems in the workplace, the level of exposure to employers increases when a romantic relationship develops between a supervisor and subordinate.A third risk is that a breakup could lead to a revenge-motivated lawsuit by the subordinate claiming that the relationship was never consensual.
The purposes of such policies include concerns that such relationships may be the product of subtle or not-so-subtle coercion, may lead to favoritism for the subordinate, may undermine other employees' morale, may undermine the organization's reputation for fairness, may lead to retaliation suits, may embarrass the entity in public and may, in other ways, impair the effective, non-biased functioning of the organization.
If coercion or favoritism are found, then the head of the organization is usually terminated.
In the United States corporate world, even consensual sex by a married man with a subordinate is often viewed as inconsistent with a leader's obligation to set an example of integrity for the company, especially when accompanied by embarrassing emails. This is due, in part, to the appearance in the organization that coercion or favoritism did exist.
Under the Fair Employment and Housing Act (“FEHA”), it is unlawful for an employer to subject an employee to different terms and conditions of employment because of the employee’s sex. The first type is “Quid pro quo” harassment, which occurs when submission to sexual conduct is explicitly or implicitly made a condition of a job, a job benefit, or the absence of a job detriment.
The second type is a “hostile work environment,” in which an individual must show: (1) he or she was subjected to conduct of a harassing nature because of his or her sex; (2) the conduct was both subjectively and objectively unwelcome; and (3) the conduct was sufficiently severe or pervasive to alter the conditions of the employee’s working environment so as to create an abusive working environment.