Part 1: Bibliographic Details

Q1: Citation in RMIT Harvard Business Referencing Style

1. In-text citation – direct quotes
Kelliher et al. (2018, p. XX) state that "work-life balance must be reconceptualized to fit modern
workforce realities."
2. In-text citation – paraphrasing
According to Kelliher et al. (2018), the traditional understanding of work-life balance needs to be
updated to reflect contemporary working conditions.
3. Reference list entry
Kelliher, C., Richardson, J. & Boiarintseva, G. 2018, 'All of work? All of life? Reconceptualising
work‐life balance for the 21st century', Human Resource Management Journal, vol. XX, no. XX,
pp. XX-XX.
Part 2: Informative Annotations
Q2: Aim of the Study
The study aims to challenge and reconceptualize the traditional notion of work-life balance by
considering contemporary changes in work structures, such as flexible work arrangements and
digital connectivity. This is important as it reflects the realities of modern work environments
and helps businesses develop HR policies that align with employees’ needs.
Q3: Main Arguments and Key Theories
 Main Argument: The traditional work-life balance framework is outdated due to
technological advancements, increased work flexibility, and shifting personal
commitments.
 Key Theories:
o Boundary Theory: Discusses how individuals manage boundaries between work
and personal life.
o Role Theory: Explores how individuals juggle multiple roles and their impact on
well-being.
o Work-Life Integration: Suggests that work and personal life are intertwined rather
than separate domains.
Part 3: Evaluative Annotations
Q4: Contributions to Knowledge
The article provides a fresh perspective on work-life balance by advocating for a more holistic
and flexible approach. It highlights how technological changes and evolving workforce
expectations require a rethinking of HR policies.
Q5: Implications for Practitioners
HR managers and business leaders should move beyond rigid work-life balance policies and
adopt more adaptable frameworks. This can include flexible working hours, remote work
policies, and support systems that recognize employees’ diverse needs.
Q6: Limitations of the Study
The study mainly focuses on knowledge workers and industries that support flexible working
arrangements, limiting its applicability to sectors with rigid work structures (e.g., manufacturing,
healthcare).
Part 4: Statement of Relevance
Q7: Relation to Course Concepts
The article aligns with HRM concepts such as work-life integration, employee well-being, and
flexible work arrangements. It reinforces the need for HR strategies that consider the changing
nature of work.
Q8: Personal Opinion and Future Application
The authors’ arguments are compelling, particularly the emphasis on flexibility. As a future HR
manager or line manager, I can apply these insights by promoting policies that cater to
employees’ diverse work-life needs, ultimately enhancing engagement and productivity.

Part 1: Bibliographic Details

Q1: How do you cite this article according to RMIT Harvard Business Referencing style?
1. In-text citation – direct quotes
Tu et al. (2021, p. XX) state that “nonverbal presence interacts with attractiveness to shape
perceptions of power in organizational settings.”
2. In-text citation – paraphrasing
According to Tu et al. (2021), the interplay between physical attractiveness and nonverbal cues
contributes significantly to perceptions of power, influencing workplace dynamics.
3. Reference list entry
Tu, [Initials]., [Co-author 1’s Last Name, Initials]. & [Co-author 2’s Last Name, Initials]. 2021,
'Is beauty more than skin deep? Attractiveness, power and nonverbal presence in [context if
provided]', Personnel Psychology, vol. X, no. Y, pp. XX–XX.
Note: Replace “XX” with the appropriate page numbers, “X” and “Y” with the volume and issue
numbers, and include full author initials if available from the article’s bibliographic details.

Part 2: Informative Annotations

Q2: Indicate the aim of the study. Why is this aim important and relevant?
The aim of the study is to investigate how physical attractiveness, combined with nonverbal
cues, influences perceptions of power and leadership in organizational settings. The study is
important because it challenges conventional assumptions that attractiveness is a superficial trait
and demonstrates that nonverbal presence can either amplify or mitigate the effects of physical
appearance on leadership evaluations. In today’s diverse workplace, understanding the nuances
of impression formation is critical for promoting fair assessment practices and effective
leadership development.
Q3: Outline the main argument(s) and key theories.
 Main Argument:
The article argues that attractiveness is not simply an aesthetic quality but a multifaceted
signal that, when combined with strong nonverbal presence, can confer power and
influence. The authors suggest that these signals are interpreted within the social context
of work, affecting leadership perceptions and outcomes.
 Key Theories:
o Signal Theory: The study uses the idea that both attractiveness and nonverbal
cues serve as signals that are interpreted by observers in the workplace.
o Social Perception Theory: The research draws on theories of how individuals
form impressions based on limited information, highlighting that nonverbal
communication can reinforce or detract from the impression created by physical
appearance.
o Implicit Leadership Theories: The article links attractiveness and nonverbal
presence to existing notions about what characteristics are implicitly associated
with effective leadership.

Part 3: Evaluative Annotations

Q4: What are the main contributions of the article to knowledge? Evaluate the significance
of these contributions.
The article contributes to knowledge by:
 Expanding the understanding of attractiveness: It moves beyond the simplistic
“beauty equals success” narrative, illustrating that the effects of attractiveness are
complex and context dependent.
 Integrating nonverbal communication: By showing how nonverbal cues interact with
physical appearance, the study offers a more nuanced framework for understanding
interpersonal influence in organizations.
 Implications for leadership selection: The findings help to explain biases in leadership
evaluations and provide evidence for more objective assessment criteria.
These contributions are significant because they encourage organizations to re-examine
conventional hiring and promotion practices and to develop training programs that mitigate
undue emphasis on appearance, ultimately fostering fairer and more effective leadership.
Q5: What are the implications for practitioners? Evaluate the applicability and relevance
of these implications.
For practitioners, the article implies that:
 Bias Awareness: HR professionals and leaders should be aware of the unconscious
biases that favor attractive candidates or those with commanding nonverbal presence.
 Training and Development: Organizations may need to invest in training programs to
help employees become aware of and counteract these biases.
 Holistic Assessment: Recruitment and performance evaluations should be designed to
assess a broader range of competencies, beyond mere appearance or surface-level
nonverbal signals.
These implications are highly applicable in modern workplaces, where diversity and inclusion
are increasingly prioritized. The relevance lies in the potential to create more equitable
evaluation systems that focus on substantive performance rather than subjective impressions.
Q6: What are the main limitations of the study?
Some limitations of the study include:
 Sample Diversity: The research sample may be limited in terms of industry, geographic
location, or demographic characteristics, which might restrict the generalizability of the
findings.
  Measurement of Nonverbal Cues: The operationalization of nonverbal presence can be
challenging, and the measures used might not capture the full complexity of real-world
interactions.
 Cross-sectional Design: If the study is cross-sectional, it might not adequately capture
how perceptions evolve over time or in different situational contexts.
These limitations suggest that further research is needed to validate the findings across broader
contexts and with longitudinal designs.

Part 4: Statement of Relevance

Q7: In what way does the article relate to the concepts outlined in the course?
The article relates to course concepts such as organizational behavior, leadership, and human
resource management by:
 Highlighting Biases in Leadership: It connects with discussions on how implicit biases
influence leadership selection and career advancement.
 Emphasizing Communication: The role of nonverbal cues reinforces course materials
on communication effectiveness in management.
 Diversity and Inclusion: By questioning the fairness of appearance-based evaluations,
the article contributes to debates on equality and diversity in the workplace.
This integration reinforces the idea that modern HR practices must consider both hard
competencies and the subtle interpersonal factors that affect workplace dynamics. It has provided
a new perspective on how non-cognitive factors, such as attractiveness and nonverbal behavior,
impact leadership assessments.
Q8: What is your opinion regarding the argument/s expressed by the authors? How can
you apply the articles’ findings in your future career as HR manager or a line manager in
your chosen field?
In my opinion, the arguments put forward by Tu et al. (2021) are insightful and offer a valuable
rethinking of how appearance and nonverbal cues interact to shape perceptions of leadership.
Their work prompts a more critical evaluation of the criteria used in leadership selection and
performance appraisals.
In my future career as an HR manager (or line manager), I can apply these findings by:
 Developing Training Programs: Implementing bias-awareness training that educates
managers about the influence of nonverbal cues and appearance on decision making.
 Revising Evaluation Processes: Working to create more objective evaluation criteria
that minimize the influence of superficial factors, ensuring that assessments are based on
performance, skills, and potential.
 Encouraging Diversity: Promoting diverse leadership models that value a range of
interpersonal and professional qualities rather than conforming to a narrow standard of
attractiveness or presence.