Key Business Policies for Small Companies: A Policy Guide

Annotated Bibliography

1. Miernicka, I. (2019). Dress code in a workplace as a challenge for labour law relationships. In Health at Work, Ageing and Environmental Effects on Future Social Security and Labour Law Systems (p. 434).

This article examines and analyzes various regulations and legislation governing dress code policies in the United States. Various legislations governing the conduct of small companies concerning employees' dress code are primarily stipulated in Title VII of the Civil Rights Act of 1964. According to federal courts, small companies that intend to enact dress code policies must do so within accepted general community standards. Miernicka also considers the importance of dress codes to small companies and professionals. According to the article, the dress code presents a visual image of an employee, particularly within small-sized companies where most clients interact with company workers directly.

Furthermore, attire can be used to signify an individual's character and professionalism at work. Therefore, wearing appropriate dress is vital because no one knows whom they will meet. The image a staff member projects toward clients dictates how people will speak about the company. The article outlines the importance of dress codes and some of the legislation governing the implementation of dress code policies in the United States.

2. Entsuah, J. R., Abraham, I., & Kyeremeh, D. D. (2018). The impact of dress code on an organisational image: A case study of Prudential Bank Limited, Takoradi Branch. Asian Research Journal of Arts & Social Sciences, 1–11.

This article evaluates some of the reasons why workers in small companies do not comply with their companies' dress code policies. The study used a descriptive survey in which percentages and frequencies were used to visualize the information analyzed. The study establishes the importance of dress codes to small companies. Key benefits of a dress code policy include de-escalation of workplace violence, promotion of team spirit, and maintenance of a positive company image in society. However, the study also considers why some small companies are reluctant to enforce corporate dress codes and how companies can achieve compliance. According to the study's recommendations, company management should consult with staff members to determine the most appropriate dress style for their employees. Furthermore, the dress code policy should be specific and clear to meet the needs of the work environment. The dress code should also be standardized so that all employees are willing to wear it.

3. Premus, R. (1988). U.S. technology policies and their regional effects. Environment and Planning C: Government and Policy, 6(4), 441–448.

This article examines various changes in United States technology use policies in response to increasing economic restructuring within small companies. In the past, most technology use policies were developed by the federal government. However, in recent years, various state and local governments have begun to initiate critical legislation to govern technology use within small companies at the grassroots level. The article argues that establishing a binding technology use policy agreement between the company and its staff helps to legitimize the policy. Additionally, it enables users to understand how serious policy violations are and that failure to comply with the guidelines may lead to severe consequences, including job termination. While the article illustrates current trends of technology use globally, it provides limited information on the importance of technology use policies to small companies within the United States and omits guidance on how small companies can develop appropriate policies to address cybersecurity challenges.

4. Gaskin, J. E. (1998). Internet acceptable usage policies. Information Systems Management, 15(2), 20–25.

According to Gaskin, a technology use policy should outline what the company considers acceptable computer and internet use in order to protect both the company and its workers from the ramifications of illegal actions. The article illustrates how technology use policies are drafted, what they should contain, and how they can be effectively implemented. The article also discloses a troubling trend reported in most small companies due to increased cybersecurity incidents and employee misuse of computer devices. According to Identity Theft Resource Center reports, there were over 600 breaches with more than 19 million small company records exposed by June 2020. The article provides a well-detailed illustration of how a technology use policy benefits small companies, particularly during this period of heightened cybercrime. However, it notes that effective technology use policy would need to address all computer-related issues within the company.

5. Amaral, H. P. (2006). Workplace romance and fraternization policies.

In this article, Amaral examines various common legal and social issues surrounding fraternization policies within small companies and business enterprises in America. According to Amaral, fraternization policies can be an appropriate tool for dealing with complicated cases of workplace romance. The article also evaluates different measures small companies can consider when seeking to regulate romantic relations between supervisors and subordinates. Amaral considers various forms of romance at the workplace and their legal meanings. According to Amaral, the primary reason for adopting a fraternization policy in small companies is to limit liability in sexual harassment cases. There are generally two forms of harassment: "hostile environment" and "quid pro quo." Quid pro quo harassment occurs where rejection or submission to sexual conduct determines employment outcomes. A hostile environment, by contrast, is where such conduct significantly interferes with an individual's work performance or creates an offensive and hostile working environment.

6. Loy, P. H., & Stewart, L. P. (1984). The extent and effects of the sexual harassment of working women. Sociological Focus, 17(1), 31–43.

This paper examines how power is used in small companies to sexually harass women. According to the paper's findings, most sexual harassment cases are perpetrated by superior employees against subordinate staff members, particularly those at lower ranks such as trainees. Moreover, the paper's survey findings indicate that the majority of women who are sexually harassed are non-white women. The article also evaluates various laws guiding fraternization policies in workplaces. According to Loy and Stewart's review of Supreme Court verdicts, consent cannot be equated with welcome. For instance, when a supervisor engages in a relationship with a subordinate through apparent mutual consent, the question arises whether the subordinate's consent was truly voluntary or a result of fear of losing the job. A woman may consent to sex without having welcomed it. However, this paper fails to outline concrete reasons for adopting fraternization policies specifically to benefit small companies.

7. Fitzgerald, L. F., & Cortina, L. M. (2018). Sexual harassment in work organizations: A view from the 21st century.

This article analyzes how deeply rooted sexual harassment is within workplaces. According to this paper, sexual harassment is expressed both physically and through technological devices such as cell phones and the internet. The paper also presents the view that limiting research and countermeasures on sexual harassment to the workplace alone is regrettable, because the problem extends into public spaces as well. Fitzgerald and Cortina further present the view that even after the Supreme Court upheld that sexual harassment at places of work constitutes a form of discrimination punishable under Title VII of the Civil Rights Act, there is still a long way to go to significantly reduce sexual harassment cases, particularly within small companies and businesses. This chapter also describes various forms of challenges women face at their places of work, and how fraternization policies, if properly implemented, could protect women and enhance their productivity.

8. Saravanan, T. (2013). Approaches for an effective attendance management system. Asian Journal of Multidimensional Research, 2(8), 9–13.

According to Saravanan, small company management must ensure workplace attendance is adhered to by employees. The article describes the cost of absenteeism as considerably greater than the direct payment of wages alone, including benefits paid. Companies must therefore consider the impacts of absenteeism, such as diminished morale, lost productivity, opportunity costs, and employee turnover. With proper supervisory efforts in small companies to enforce attendance policies, substantial savings and increased morale and productivity can be realized. The article defines absenteeism as employees' failure to report to work when they are scheduled to do so. However, according to Saravanan, attendance policies in small companies should also recognize that employees absent from work due to approved leaves, holidays, or vacations are protected by labor laws and should not be penalized.

9. Olagunju, M., Adeniyi, A. E., & Oladele, T. O. (2018). Staff attendance monitoring system using fingerprint biometrics. International Journal of Computer Applications, 179(21), 8–15.

This article describes a staff attendance system developed specifically for small-scale companies and evaluates how software for managing and tracking employee attendance can be made easier and more effective. The use of software systems in attendance management significantly contributes to staff punctuality and regular reporting to work stations. According to the article, small companies should adequately design and plan attendance policies to manage absenteeism and its underlying causes. There are varying laws that small companies must consider when developing and implementing attendance policies. For instance, small companies must ensure that their attendance practices and policies do not contravene the federal Fair Labor Standards Act and wage and hour laws, which outline overtime requirements and the minimum hourly wage for workers. Finally, the staff attendance monitoring system described in the article has helped eliminate the paperwork that is often manipulated to avoid penalties.

10. Rowden, R. W. (2002). High performance and human resource characteristics of successful small manufacturing and processing companies. Leadership & Organization Development Journal.

This article illustrates that any business policy must be simple, specific, clear, appropriate, stable, uniform, and inclusive. Small companies typically adopt policies that will directly influence employee performance. Subsequently, small companies develop specific business policies and procedures to protect themselves from legal disputes, while other policies aim to build their culture, image, and reputation. The company leadership must be familiar with the effects of such policies on employees. For instance, if a dress code is presenting challenges for most employees, a new policy — such as a casual Friday policy — could be established to shift the company's dynamics in a positive direction.

Consequently, small companies are susceptible to several risks as they begin to serve more clients; therefore, certain policies become necessary to limit those risks. Such policies can also protect small businesses from the challenge of micromanagement. With the creation and utilization of policies in small companies, standardization of products and services to consumers is more easily attained.

Introduction to Small Business Policy

Every small business must develop a consistent way of conducting its operations. A written, concise, and transparent business policy is key to a business's operational consistency. Such policies protect small businesses from the challenge of micromanagement, and with well-crafted policies in place, standardization of products and services to consumers is more easily attained. A business policy refers to a set of rules established by company leadership, typically contained within the employee handbook. Any business policy must be simple, specific, clear, appropriate, stable, uniform, and inclusive. Small companies generally adopt policies that will directly influence employee performance. Subsequently, they develop specific business policies and procedures to protect themselves from legal disputes, while other policies aim to build their culture, image, and reputation (Rowden, 2002). Company leadership must be familiar with the effects of such policies on employees. For instance, if a dress code is becoming a challenge for most employees, a new policy — such as a casual Friday policy — could be established to shift the company's dynamics in a positive direction. Similarly, if there is no cell phone policy while employees spend considerable time on social media and personal calls, a new policy should be introduced to improve productivity (Saravanan, 2013).

Consequently, small companies are susceptible to several risks as they begin to serve more clients, making certain policies necessary to limit those risks. Some of the policies most critical to small companies include dress code, technology use, fraternization (workplace dating), and attendance policies (Rowden, 2002).

Dress Code Policies

A personal dress code is a way for people to express their personality, religion, and political views. However, personal choices may sometimes conflict with a company's dress code policies. The dress code presents a visual image of an employee, particularly within small-sized companies where most clients interact directly with company workers; as a result, the policy becomes crucial in settings where clients have direct contact with employees (Miernicka, 2019). Federal law in the United States does not dictate dress code or appearance policies; however, it does protect employees from any form of discrimination by the employer based on race, sex, religion, or national origin. Federal law also expects small companies to reasonably accommodate employees' religious practices. The leadership of small companies must also familiarize themselves with state and local laws that may provide employees additional protections (Entsuah, 2018).

Various laws governing the conduct of small companies with respect to employees' dress codes are primarily stipulated in Title VII of the Civil Rights Act of 1964. According to federal courts, small companies that intend to enact dress code policies must do so within accepted general community standards. Dress code policies should be applied consistently so that they do not impose an unequal burden on one sex. As per the Equal Employment Opportunity Commission, which has the mandate to enforce Title VII, dress code and appearance policies for employees in small companies must remain neutral, consistent, and non-discriminatory. However, any dress code policy that has a disparate effect on employees must be consistent with business necessity and be job-related (Miernicka, 2019).

The Equal Employment Opportunity Commission has also focused on dress codes that conflict with employees' religious practices. In line with Title VII requirements, small companies must accommodate employees whose religious beliefs and practices conflict with the company's dress code policy. According to the United States Supreme Court verdict in EEOC v. Abercrombie & Fitch, ways in which a company's dress codes may violate Title VII are clearly illustrated. For instance, the court established that an employer's rejection of a Muslim applicant who appeared for a job interview wearing a headscarf constitutes religious discrimination under Title VII. The National Labor Relations Act also influences small companies' dress code policies.

For example, dress code policies that employees perceive as prohibiting the exercise of Section 7 rights under the Act can be challenged. The National Labor Relations Board has found it unlawfully overbroad for a company's dress code to prohibit clothing bearing images or words considered derogatory (Entsuah, 2018).

Moreover, other legislation affecting the small company's dress code policy includes the federal Americans with Disabilities Act. The Act requires employers to make exceptions to dress code policies to accommodate disabled employees, irrespective of the company's right to expect disabled workers to comply with the same dress codes as other employees performing the same duties. Lastly, some municipalities and states have their own laws that affect small companies' dress code policies (Miernicka, 2019).

Conclusion and References

Every small business must develop clear, legally compliant policies to standardize operations and protect both employees and the organization. The four policy areas examined — dress code, technology use, fraternization, and attendance — each carry distinct legal obligations under federal and state law. Dress code policies must comply with Title VII and the Americans with Disabilities Act; technology use policies must address cybersecurity risks and define acceptable conduct; fraternization policies must limit sexual harassment liability; and attendance policies must account for the Fair Labor Standards Act, paid sick leave laws, and the Family and Medical Leave Act. Well-crafted policies in each of these areas can help small companies reduce legal exposure, improve employee morale, and achieve consistent, productive operations.

Amaral, H. P. (2006). Workplace romance and fraternization policies.

Entsuah, J. R., Abraham, I., & Kyeremeh, D. D. (2018). The impact of dress code on an organisational image: A case study of Prudential Bank Limited, Takoradi Branch. Asian Research Journal of Arts & Social Sciences, 1–11.

Fitzgerald, L. F., & Cortina, L. M. (2018). Sexual harassment in work organizations: A view from the 21st century.

Gaskin, J. E. (1998). Internet acceptable usage policies. Information Systems Management, 15(2), 20–25.

Loy, P. H., & Stewart, L. P. (1984). The extent and effects of the sexual harassment of working women. Sociological Focus, 17(1), 31–43.

Miernicka, I. (2019). Dress code in a workplace as a challenge for labour law relationships. In Health at Work, Ageing and Environmental Effects on Future Social Security and Labour Law Systems (p. 434).

Olagunju, M., Adeniyi, A. E., & Oladele, T. O. (2018). Staff attendance monitoring system using fingerprint biometrics. International Journal of Computer Applications, 179(21), 8–15.

Premus, R. (1988). U.S. technology policies and their regional effects. Environment and Planning C: Government and Policy, 6(4), 441–448.

Rowden, R. W. (2002). High performance and human resource characteristics of successful small manufacturing and processing companies. Leadership & Organization Development Journal.

Saravanan, T. (2013). Approaches for an effective attendance management system. Asian Journal of Multidimensional Research, 2(8), 9–13.