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Annotated Bibliography
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Human Resource Policy Project: Dress Code, Use of Technology, Confidentiality, and Harassment (Annotated Bibliography Sample)


The annotated bibliography indicated the sources to be used in the human resource policy project. The annotated bibliography also showed how the sources would be used.


Human Resource Policy Project: Annotated Bibliography
Institutional Affiliation
Date of Submission
Human Resource Policy Project: Annotated Bibliography
1 Dress Code Policy
Managing Employee Dress and Appearance. SHRM. (2021). Retrieved from,include%20the%20use%20of%20uniforms.
The Society for Human Resource Management (SHRM) is a practitioner source that aims at creating better workplaces for employees and employers to thrive interdependently. It represents the more foremost expert, convener, and thought leader on issues that affect todays workplaces. It impacts over 115 million workers with its 300,000 HR and business executive members and presence in 165 countries. Its article on managing employee dress and appearance focuses on the importance of maintaining a dress code in a firm. As a small financial institution, the dress code communicates what the organization considers appropriate attire. It allows the employer to set the image expectations and convey to its stakeholders. The article notes that impressions on clients matter in the financial sector and it is essential for the firm to have a particular dress code and maintain a set image. For instance, the baking industry is a professional sector that the institution would like to instil discipline and formal attire. The article also elaborates the role of HR in crafting the dress code policy and the types of policies to choose.
Karl, K. A., Hall, L. M., & Peluchette, J. V. (2013). City Employee Perceptions of the Impact of Dress and Appearance: You Are What You Wear. Public Personnel Management, 42(3), 452–470.
The article focuses on the city employees and their perceptions on how they dress and appear in public sector workplace. It relies on the self-presentation theory and impression management in examining the impact of the dress code a person wears to work at a public place. The considerations of mode of wear include casual, business casual, and formal business and the creativity perceptions range from trustworthiness, creativity, friendliness, competence, and productivity. The article’s findings support the view that “you are what you wear.” The financial sector is a formal sector and the respondents felt more competent and authoritative when wearing formal business and formal clothing. They were more trustworthy and productive in formal business and least creative and friendly in their forml attire. The respondents indicated that workplace uniforms created positive perceptions on quality. However, piercings, tattoos, sweatpants, revealing clothes and unconventional hairstyles had negative impact altogether. The article is important to the study as the financial institution should cultivate trust, competence, and authority that requires a formal dress code.
Emerald (2013). Dress and appearance codes in the workplace Gender, sexuality, law and legal institutions. Equality, Diversity and Inclusion, 32(5).
The purpose of the editorial is to outline the contribution of the merging and evolving question of gender, sexuality, and sexual orientation to the organizations and their management. For instance, it is important for a dress code policy to consider sexual orientation in the application. It reviews the extant literature themes on the dress and appearance codes and how they impact the workplace. The study on the five articles reveal that consideration of the factors contribute to the recognition and the changing role of gender, sexuality and sexual orientation. The article is important for determining the dress code considering that financial institutions must implement dress codes in consideration of diversity and equality at the workplaces and for employees to perceive fairness. Any form of discrimination may reduce the morale and motivation of employees. However, financial institution also requires sanity to create and maintain a positive image for the customers to trust the entity. The decision of the dress code must be the one that cultivates authority and trust.
2 Use of Technology and Banking Institution
Holland, P. & Bardoel, A. (2016). The impact of technology on work in the twenty-first century: exploring the smart and dark side. The International Journal of Human Resource Management, 27(21), 2579-2581.
The article showcases the positive and negative impacts of technology at the workplace. It elaborates the paradigm shift experienced at the workplace and the organizations must explicit the technological advances without falling into their traps. For instance, while technology may boost the speed of work, employees can also use at the expense of the organization if not closely monitored. It is for these reasons that some organizations institute a policy of ‘no-technology’ at the workplace. While this may inhibit with some liberties, it ensures that employees focus on their tasks. There are tensions between ‘smart and dark’ impacts of technology in the formal telework practices and the connection between the work and life balance and the IT systems, the social media. Assertions that social media distracts employees have the employer worried on whether the employees will spend their time on the social media or serving their customers using the company internet and devices.
Mousssa, M. (2015). Monitoring Employee Behavior Through the Use of Technology and Issues of Employee Privacy in America. Sage Open, 1-13. DOI:10.1177/2158244015580168
The author notes that despite the country’s love for privacy, creativity and innovation still encroaches the personal privacies and thus restrain their individual freedoms. Some organizations provide employees with technological devices to aid in their functions. The technological advances offer monitoring opportunities that organizations can exploit for different reasons. Practitioners have questioned monitoring and privacy concerns in the systems, their definitions, the motives, the use of the information, the role of human resource management, and employee monitoring policies. For instance, should the organizational email be used for work purposes only? If used for other private purposes, does the organization have authority over the personal information shared? Organizations also restrict access to some sites and monitor employees’ activities online which may interfere with their freedoms. The article is critical in drafting a technology policy to ensure that the organization restricts the employees from using organizational resources for personal reasons while at the same time ensuring that the organization does not interfere with individual privacies.
3 Confidentiality
Bhave, D. P., Teo, L. H., & Dalal, R. S. (2020). Privacy at Work: A Review and a Research Agenda for a Contested Terrain. Journal of Management, 46(1), 127–164.
One the pivotal concern areas of an organization relate to the confidentiality both in protecting employee and customer data. It is expected that employees will retain the control of personal information while the organization is not expected to share the information provided in confidence. The article commences by integrating the viewpoints from various disciplines to disentangle confidentiality from information context privacy and work environment privacy. It also establishes the parties 

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