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Human Resource Policy Project Annotated Bibliography Assignment
Kali Lowrance
Liberty University
Contemporary Issues in Human Resource Management (D04)
Dr. Chuks Agada
November 17, 2024
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Annotated Bibliography
Blumell, L. E., & Mulupi, D. (2023). The impact of anti-sexual harassment policies on sexual
harassment prevention in the Workplace. Employee Responsibilities and Rights Journal.
https://doi.org/10.1007/s10672-023-09487-w.
Sexual harassment is described in this article by the importance of effective anti-
harassment policies being implemented in the workplace. Scholars have uncovered signs
of job stress, anxiety, and depression as a pattern of employees, as well as work
withdrawal when sexual harassment is not properly handled. The article defines sexual
harassment policies as a demand in the workplace with conditions, if legally found guilty,
has the power to fire an employee per compliance of the policy. According to the author,
policies must outline zero tolerance of any sexual harassment and defines this legal
policy as a safe outline for employees to report with confidence to their employer. Over
the data collected, the author explains how a neglect to sexual harassment over the past
decade has shown decline in employee’s efforts to stay within an organization. Having a
policy implemented with clear expectations, and training has revealed the reliability of
the anti-sexual harassment policy in an organization.
Blumell, L. E., & Mulupi, D. (2024). Addressing workplace sexual harassment through
organizational policy messaging. Communication Studies, 1–21.
https://doi.org/10.1080/10510974.2024.2406045
The author portrays the issues of sexual harassment being one of the leading causes for
decreased job satisfaction. The negative outcomes of sexual harassment have led to
employees’ emotional distress and higher organizational turnover rates. The author
continues to explain how social norms negative implications of sexual harassment such
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are as factors of gender or ethnicity. Studies show women tend to be victims of sexual
harassment in the workplace. Organizational training on sexual harassment policies
should be addressed to educate employees as well as giving victims the courage to speak
out. Scholars have noted per sexual harassment the importance of organizational
messaging to implement the policy. This helps eliminate sexual harassment in the
workplace, thus creating trust for any past victims. Communication has shown to be one
of the strategies used to stress the policy actions and environmentally creating confidence
within the organization’s integrity. Overall, organizational messaging is an effective
method to communicate to stakeholders concerning workplace sexual harassment.
Costantini, A., Dickert, S., Sartori, R., & Ceschi, A. (2020). Return to work after maternity
leave: The role of support policies on work attitudes of women in Management Positions.
Gender in Management: An International Journal, 36(1), 108–130.
https://doi.org/10.1108/gm-06-2019-0085.
The application of aligning work family support policies for employees has been current
research for the workplace. The author explains how studies show the importance of
supervisors to have positive perspectives due to the reduction of turnover rate intentions.
This also leads to job satisfaction and better performance ratings from employees.
Research still doesn’t show the attitude influence on those who are in management
operating in work family support policies. There have been increasing rates of female
employees over the past few decades, thus the work and family policies have had to be
more efficient. Current studies aim to increase the understanding and knowledge of how
the work family policy is influencing or changing supervisors’ perception. The
contribution of these studies is to also better the understanding of female managers
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returning to the workplace who are having to balance healthy work-life roles. The author
continues to address the potential psychological distress these challenging work life
balancing roles can have on female employees.
Hidalgo-Padilla, L., Toyama, M., Zafra-Tanaka, J. H., Vives, A., & Diez-Canseco, F. (2023).
Association between maternity leave policies and postpartum depression: A systematic
review. Archives of Women’s Mental Health, 26(5), 571–580.
https://doi.org/10.1007/s00737-023-01350-z.
Postpartum depression is a high functioning risk for working mothers. The author
describes how maternity leave can have relevant effects for the mental health of working
mothers. Although there are no studies of the differences between postpartum depression
and maternity leave, the author explains how longer paid maternity leave reduced
postpartum depression symptoms for women. Working mothers are more relevant in the
workplace, thus a greater risk of postpartum depression symptoms may arise. Though the
cost for tending to mental health and depression is ranked one of the highest costs in the
workplace, it is vital to understand the difference between maternity leave policies and
the symptoms postpartum depression influence in women since females may experience
depression at a higher rate. The overall conclusion for maternity leave is those who have
an extensive leave tend to have lower symptoms of postpartum depression than those
who experience restrictive maternity leave policies in the workplace.
Madhani, P. M. (2021). The “high-road” approach to compensation and benefits practices.
International Journal of Applied Management Sciences and Engineering, 9(1), 1–21.
https://doi.org/10.4018/ijamse.286179.
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Compensation and benefits are an important influence in an organization for employees.
Benefits alone can change an employee’s behavior and work performance, which will
positively affect an organization’s outcome. HRM systems and commitment towards
compensation and employee benefits are vital to an organization. The author explains
high performance of HRM systems will be better reflected in training, career
opportunities, and higher compensation. Research explains that organizations that adopt
the high road approach do not view employees as cost drivers but as sales drivers. This
approach shows employees feel invested by their HRM and priority. The low road
approach statistically leads organizations to a lower return in reducing sales and profits.
Compensation and benefits reflect HRM priorities and management philosophy. When
organizations choose the high road approach employees experience high satisfaction of
higher paid compensation, family friendly benefits, and workplace culture of respect for
the organization. The high road approach leads employees to increased productivity and
performance.
Patterer, A. S., Yanagida, T., Kühnel, J., & Korunka, C. (2021). Staying in touch, yet expected to
be? A diary study on the relationship between personal smartphone use at work and
work–nonwork interaction. Journal of Occupational and Organizational Psychology,
94(3), 735–761. https://doi.org/10.1111/joop.12348.
The increasing communication of technology has increased tremendously, especially by
using smartphones. The author explains how the revolutionary use of smartphones used
to communicate and stay connected has also had an effect while in the workplace. Studies
have shown that certain percentages of employees using their smartphones for personal
activities while at work to be increasing. Employees may suffer from psychologically
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inclining or declining emotionally from social media through smartphones, therefore
distinguishes their emotional state in the workplace. The positive and negative effects of
smartphone usage have become a critical issue when in the workplace as it influences
performance behavior. Supervisors and managers statistically have shown to have more
issues with employees neglecting work responsibilities and indulging in nonwork
activities while on the clock. The welfare of a company and its employees has led to an
increase in personal non-work usage through daily demands. Through research and
measures, studies show that using personal smartphones in the workplace used for
organizational needs is beneficial to employees socially and gives managers the
opportunity to manage work tasks usage through devices.
Ranta, M., & Ylinen, M. (2024). Employee benefits and company performance: Evidence from a
high-dimensional machine learning model. Management Accounting Research, 64,
100876. https://doi.org/10.1016/j.mar.2023.100876.
Employee benefits within organizations are deferred by company performance measures.
The author explains employee benefits such as 401 (k), vision and dental healthcare, and
employee discounts. One of the most beneficial and sought after employee benefits is
towards the family of an employee. This benefit of family related is not often offered by
employers and is limited in the workplace. This benefit is most sought out after
employees with the highest satisfaction in the workplace as well. Studies have shown that
high growth organizations tend to offer such limited employee benefits. Current studies
have shown employees utilizing social media to broadcast benefits they receive within
their company, thus helping others make decisions based on what is submitted to the
public. The author describes the research of social media being an outlet for job
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applications for companies based on what previous or current employee satisfaction rates
are posted to public platforms for review.
Returning to work after maternity leave: Work-family policies and work related attitudes.
(2021c). Human Resource Management International Digest, 29(6), 12–14.
https://doi.org/10.1108/hrmid-08-2021-0175.
This article discusses how the work family support policy is used to help develop a
system for organizations when their employees take leave, especially those who take
maternity leave. This system is designed to assist in protection over legal maternity leave
policies and help transition those individuals back into the workplace. Work life balance
after a life event can be difficult and this policy is set in place to construct the
organization’s commitment to reduce stress. Although female managers may have a
difficult time balancing multiple demanding roles in the workplace and at home, this
policy should be better shared and understood within an organization. Without the proper
knowledge, this can lead to employees in high demand positions such as female managers
who just returned from leave end up leaving the workplace. Work family support policy
is to be considered as a resource of studies to help female employees cope in high
demand roles of being a manger and mother.
Sultan, M. (2023). Preventing and protesting workplace sexual harassment: Women agro‐
processing workers in Bangladesh. Development Policy Review, 41(4).
https://doi.org/10.1111/dpr.12694.
This article describes how sexual harassment is one of the number one leading cause for
women either not entering the workplace or leaving the workplace. The author explores
how gender and social norms has partaken in victims of sexual harassment in the
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workplace. Policy implication issues concerning the research that has been conducted
show the need for developing safe spaces for victims to express or report their
experiences. Younger company employees have surveyed a wide variety of different
abuse cases to diverse degrees of severity. Studies have shown in public settings outside
the workplace has caused more employees to open and express their previous harassment
experiences. The author explains how it is important to develop sexual harassment
policies and seek redressing the policy for better safety of young women in the
workplace. Employees should be provided with support to voicing capabilities of better
developing harassment policies, while having the courage to speak up about past
experiences that were not previously encouraged to be voiced.
Whelan, E., & Turel, O. (2023). Personal use of smartphones in the workplace and Work–Life
Conflict: AKnatural quasi-experiment. Internet Research, 34(7), 24–54.
https://doi.org/10.1108/intr-08-2022-0607.
The author explains there are distinct boundaries between work related activities through
technology usage, and personal device life activities. Although this topic has many
conflicts between managers and employees, research shows that when the usage of
smartphones is allowed in the workplace, employees display a result of being less
stressed out and having no changes in performance behaviors. During COVID-19, studies
have shown organizations using remote technology policies for employees to be tracked
on work tasks. Systems now have software set in place to see what an employee is doing
while on the clock. Studies also show employees spend a certain amount of time a day
still using smartphone usage for personal activities. Other organizations have banned
smartphone usage but are now revising their smartphones policies as employees may feel
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controlled by the policy. Overall research has shown there cannot be manipulation over
the outside works social activities, but policies for employee performance should be set in
place, thus smartphone usage is monitored.
