Corporate Cosmetics: The Importance of Makeup at Work and its Impact on the

Competence, Likeability, and Trustworthiness of Employees

in Selected Banco de Oro (BDO) Branches of Iloilo City

Joshua F. Amposta, Ma. Erika Therese C. Diño, Pearl Beatrice M. Gonzales,

Laurra Jullienne A. Pama, Aliyah Norah S. Selubrico,
Angela Grace W. Tibudan, Maria Angela Isabel L. Zerrudo

Ateneo de Iloilo - Santa Maria Catholic School

Abstract

Makeup’s humble beginnings began millennia ago with the Egyptians. Today, a
great percentage of women (and a small percentage of men) apply makeup daily. There
is a simple reason for this: they want to look good. If people regard makeup as a tool for
beauty, then they may also use these to enhance themselves during work. Past research
showed that physical attractiveness related to managerial level promotions operates on
the margin at best where it affects personnel professional ratings (Morrow et al., 1990).
The study focused on two main ideas: the attitudes of respondents towards the use of
makeup among bank employees and the influence of makeup on perceived
competence, likeability, and trustworthiness of branch managers and bank employees.
It employed two groups of respondents: the branch manager and the bank employees,
as each job position had different perspectives about the topic.
Convenience sampling was used in choosing its participants which involved the
employees and managers of Banco de Oro (BDO) branches in Iloilo City. Elements of the
population were distributed through non-random allocation. The data for this research
was collected through a survey using questionnaires. The data analysis process was
composed of two main stages. The first stage was data preparation, which was further
divided into three: data validation, data editing, and data coding. The second stage was
analyzing the data through descriptive statistical tools.
133 workers (14 branch managers and 119 bank employees) answered the
survey and thus became the respondents. The study aimed to determine the importance
of makeup at work and its impact on the competence, likeability, and trustworthiness of
various bank employees. There was a huge gap between the number of female and
male employees, the females being more.
Three statements each were used to respond to makeup for competence,
likeability, and trustworthiness. Majority of both the branch managers and bank
employees strongly agree that only females should be required to wear makeup at work,
and disagree that male employees should wear makeup at work, too.
This study would be of great help for the banking industry wherein their
employees serve as the frontliners of the business. The study could help them instill
rules regarding makeup for the employees especially the females when they transact
with clients. It is also significant for the banks’ clients wherein they would be able to

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know the reasons behind bank employees wearing makeup and would hopefully
strengthen their banking relations and experience.

Introduction

Corporate cosmetics had its constituent impacts when associated with

competence, likeability, and trustworthiness. Wearing makeup apparently can help. It
increases people’s perceptions of a woman’s likeability, her competence and her
trustworthiness, according to a new study, which also confirmed what is obvious: that
cosmetics boost a woman’s attractiveness (Louis, 2011). Wearing makeup plays a role
in career success and lifetime earnings. This displayed competence in a sense that
people who prefer wearing makeup tend to situate themselves closer to their goals. A
study published in the journal PLOS ONE presented participants with four versions of
the same face: one barefaced and three with increasing degrees of makeup application,
which they termed “natural,” “professional” and “glamorous.” Participants were then
asked to rate the different faces for attractiveness, likeability, trustworthiness and
competence. The researchers found that participant’s feedback did vary for each
makeup look and that all three makeup looks rated positively — proving that
attractiveness is correlated with competency.

The Harvard Crimson reported that "women who wear makeup are perceived as
more attractive and competent than those who do not," citing the study led by Harvard
Medical School Assistant Professor Nancy L. Etcoff. Research suggested that prettier
people get hired more and paid more, apparently due to increased perceptions. With
makeup, employees are treated more accommodatingly. Their needs are catered and
are responded immediately upon notice. This implies that makeup indeed raises the bar
of being liked by the people present in that specific environment. Experiencing the
feeling of being liked results in a high self esteem which is a contributing factor to the
awareness of being liked. In association with this, it is scientifically proven that when
you see the face, and then, after a quick visual decoding, a signal is relayed to the limbic
area of the brain where an emotional level is assigned to what you have seen, either
'pleasant' or 'not pleasant'. This is then translated to the forebrain where it's decided
whether the face is trustworthy or untrustworthy. This is carried out almost instantly.

In this day and age, the wearing of makeup has to do with more than just
attempts to be beautiful or enhance physical appearance. It rather existed for the
purpose of predominantly providing and building up the self esteem of an individual,
especially at the workplace. However, the normalization of makeup has become widely
known, especially for women and those who do not or do not want to wear makeup are
expected to do so in order to comply with society’s expectations. According to Dr.
Vickery, PhD in Chemistry, cosmetics can significantly change how people see you, how
smart people think you are on first impression, or how warm and approachable, and that
look is completely within a woman’s control, when there are so many things you cannot
control. Makeup application specifically impacts judgments of attractiveness and

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character when viewed rapidly or for unlimited amounts of time (Etcof, 2011). The use
of makeup makes a huge factor in the work environment. It suggests that women with
makeup were seen as more competent than barefaced women. Also, it is believed that
happy and empowered employees make satisfied customers, though there are a lot of
factors that contribute to empowerment; makeup is considered as one of them. The
ability to change or enhance one’s appearance through makeup, may in turn have
beneficial effects on a person’s well-being. Thus, this study focuses on the impact of
makeup on the perceived competence, trustworthiness, and likability of employees at
the workplace.

Through various studies conducted, results were obtained to determine the

effects of makeup on employees’ job performance. One of which is through conducting
an interview. For example, Fabricant and Gould (1993) explores women’s use of makeup
in which various aspects and dimensions of women’s makeup careers are examined.
Findings show that use of makeup represents an important way women engage in
impression management and identity evolution in playing professional and relationship
roles in society. A similar study that seeks to understand women's use of makeup in the
workplace found that appropriate use of makeup is strongly associated with
assumptions about health, heterosexuality, and credibility in the workplace (Dellinger, K.,
& Williams, C.L., 1997). Gillispie (2017) also used a three-structured interview
questionnaire to analyze how facial cosmetics and interview performance affect
employment interview ratings and found that it is necessary to wear facial cosmetics to
have interview and career success.

Another study conducted by Kleiman (1991) through interview, reported that a

former airport sales agent was fired for her refusal to comply with the new appearance
standards of the company which required female employees who deal with the public to
wear foundation makeup and lipstick. Morrow et al. (1990), examined the effects of
physical attractiveness on recommendations related to managerial level promotions
and discovered that physical attractiveness operates on the margin at best where PA
did affect personnel professional’s ratings. A most recent study conducted by Wei-Lun
(2019) utilized interview in determining the relationship between self-consciousness
and physical attractiveness from a psychological perspective. It was discovered that
people with higher physical attractiveness draw attention from others more easily and
are more likely to be evaluated positively, and that they thus tend to be more confident in
front of others and less likely to care about the opinions of others. People with low
self-consciousness may have high confidence and efficiency.

Another study with the use of event-related brain potential (ERP), determined the
effect of makeup on interpersonal cognition which resulted in a subsequent rating
phase, faces with light makeup were rated as more attractive than faces with heavy
makeup and no makeup. The results suggested that the processing fluency of faces
with light makeup is one of the reasons why light makeup is preferred to heavy makeup
and no makeup in daily life (Tagai et. al., 2017). Results showed that working-class
women put significant work and effort into their bodies so as not to be labeled loose,

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base or promiscuous. They wanted to be viewed as ‘’good person’’ because with limited
education and dead-end jobs there is little more respectability they can perhaps expect
from their work (Lloyd, 1994). and determine what standards should be set to control
employee appearance and how they are enforced (Carpenter, 1969). Carpenter added
that the employer should be free to reasonably regulate and prescribe standards of
personal appearance for its employees so as to require them a certain degree of
conventionality and approximate conformation to the norm.

A study conducted by Woodhead (2014) found that most preferred their female
employees to wear make-up. Bare-faced career women were seen as frumpy and less
professional and most bosses said that they would be more likely to employ women in
maquillage. Also, Andreoli (2008) found that physical attractiveness have significant
relationship with the job-related traits of professionalism, conscientiousness, and
integrity, Beausoleil (1992) which covered women’s everyday makeup practices all used
surveys and found that makeup is very meaningful to women having spent considerable
time and effort on makeup; makeup provides a map of women’s social relations -
women orient their makeup practices to audiences and situations they anticipate
encountering throughout their daily lives. Women’s makeup practices were tied to issues
of self. Results showed a tension between makeup as expressing the self and as hiding
the self (Beausoleil, 1992).

Yurchisin and Park (2010) found that employees who find the image of the store
attractive and/or positively evaluate their job performance in the organization are likely
to exhibit a high level of both internal job satisfaction and organizational commitment.
In addition to this, a similar study conducted by King and Sherwyn (2006) stated that
under federal law, employers are generally allowed to set policies regulating the
appearance of employees, provided that those policies do not impinge on groups
specifically protected under federal statute. However, laws from the state and local may
preclude employers from implementing such dress and appearance policies.

Another study found that anchors rated self-pressure as the largest source of
pressure and that they perceived appearance to have helped them most when landing
their first anchor position, however, makeup have helped them least when breaking into
national news (Manning, 2004). A study conducted by Toyoda (2003) asked participants
to complete the questionnaire items to measure the effects of attractiveness on work
settings and established a conclusion that showed a three way process interaction
effect among gender, attractiveness, and ethnicity on the ease of task, such that the
promotion of American male was attributed more to the ease of task than that of the
less attractive american male attribution. A study by Guthrie (2008), found that
consumers’ facial image influenced the total quantity of cosmetics used but not the
variation in quantity in different situations. Indicated in the result is the existence of a
relationship between facial image and brand perceptions.

Moreover, another study by Jones and Kramer (2016) suggested that a

professional application of cosmetics (in comparison with self-application) is capable

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of producing a larger effect on attractiveness perceptions, although this remains
smaller than the effect due to identity differences between women. (“Increasing
Workplace Motivation,” 2000) pointed out five (5) of the main motivators: (1)
achievement which is the urge to keep moving ahead, (2) advancement which is an
increased responsibility and pay act, (3) job interest which are responsibilities that
coincide with the natural interests of an employee, (4) recognition which is also
acknowledgment by others that increases self-esteem, and (5) responsibilitty which
requires the employees to lead others, make decisions, and manage him or herself. A
study conducted by Etcoff (2011) suggests that cosmetics can create supernormal
facial stimuli, and that evidence that judgments of facial trustworthiness and
attractiveness are at least partially separable; beauty has a significant positive effect on
judgment of competence. Mayo (2003) measured competence in a holistic view of
capability which are grouped into three levels: (1) levels of experience, (2) levels of
expertise, and (3) levels of aspiration.

A study by Wolffhecher (2014) also used observation to determine the effects of

facial features on first impressions and personality, results reveal that that several
personality traits can be read above chance from a face, and that facial features
influence first impressions. A relationship was also found between first impressions,
some personality traits and facial features and consolidate that people on average
assess a given face in a highly similar manner. A study by Miller (2015) explored the
relationship between perceived physical attractiveness and counterproductive
workplace behavior and findings suggested that there is a significant relationship for
physical attraction and counterproductive workplace behavior. It was also found that
there is a halo effect in the coworker ratings on their peers. To be more likable, an article
by Professional Builder (2017) suggests the following considerations: (1) always smile
to resonate positive energy, (2) always straighten up and adjust posture to feel more
energized and alert, (3) develop phone voice and try to communicate genuine interest,
(4) filter distractions and (5) fully concentrate on conversations, use the prospect’s
name, and have an even dialogue.

According to Bzdok, et al. (2011), trustworthiness evaluation is important for

modulating behavior toward strangers while attractiveness evaluation is a necessity for
male selection. The findings in the study supports the contemporary paradigm shift
extending the amygdala’s role from dominantly processing negative emotional stimuli to
processing socially relevant ones. P&G Beauty & Grooming (2011) investigate the
impact of makeup on perceived first impressions and overall judgments of perceived
likeability, trustworthiness, and competence. The reverse connotations associated with
this look demonstrate that makeup impacts both automatic, instinctual responses and
conscious, deliberative judgments, causing people to make impressions based on the
visual alterations caused by cosmetics and their conscious ideas about makeup users
and looks. In addition, a study investigating the positive effects of including highly
attractive models (HAMs) in advertising had results suggesting that a match between a
model and a product improves ad effectiveness not necessarily through the elicitation
of product arguments from model appearance, rather by heightening perceptions of the

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expertise of the model about the product (Bower, 2001). A study from Roy (2010) about
dimensional hierarchy of trustworthiness of financial service providers suggest the
following indicators: (1) does not exploit vulnerabilities, (2) fulfills promises to provide
goods and services, and (3) provides acts in the best interests of the customer in a
particular situation.

The Oxford Dictionary defines cosmetics as a range of products designed to

serve the purpose of enhancing and improving the appearance of the body. Of its types,
makeup which is used especially in the face will be emphasized since it plays a crucial
role in the job performance of branch managers and bank employees.

Is it a dire necessity to spend a part of one’s budget for the use of makeup? How
does makeup uplift one’s appearance especially in the field of employees who cater to
different kinds of clients everyday?

Just as appearance affects an employer’s judgment about the qualifications of a

particular employee, so does it affect a client’s perception of the company and its
products or services. The employee serves as the representation or “frontliners” of how
the company is and seeks to be in the eyes of its clients. Along with their customer
treatment, physical appearance is a must for employees to present themselves
satisfactorily.

This study aimed to widen the knowledge on cosmetics, the importance of

makeup at work, and its impact on how branch managers and bank employees
perceived the competence, likeability, and trustworthiness of bank employees in
selected bank institutions in Iloilo City. This study focused on two groups of
respondents: (1) the branch managers and (2) the bank employees. The study also
aimed to find out their attitudes towards the use of makeup among bank employees,
how they perceive the influence of wearing makeup on employees’ perceived
competence, likeability, and trustworthiness and whether there is a significant
difference between their perceptions. Competence, likeability, and trustworthiness were
the topics that this research were centered around and questions about these are in the
survey questionnaire.

The study focused on two main ideas: the attitudes of respondents towards the
use of makeup among bank employees and the influence of makeup on perceived
competence, likeability, and trustworthiness of branch managers and bank employees.
First, the study aimed to determine the attitudes of the two groups of respondents
towards the use of makeup among bank employees through three dimensions:

A. All bank employees should wear makeup at work,

B. Only female employees should be required to wear makeup at work,
C. Male employees should be required to wear makeup at work too.

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 For the influence of makeup on perceived competence, likeability, and
trustworthiness of bank employees, the study focused on the perceptions of the
respondents. Specifically, whether they are:

A. Competent
- Bank employees who wear makeup appear more experienced in doing their job.
- Bank employees who wear makeup have higher expertise in doing their job.
- Bank employees who wear makeup have higher aspirations to improve at work.

B. Likeable
- Bank employees who wear makeup smile during transactions.
- Bank employees who wear makeup are less distracted.
- Bank employees who wear makeup communicate genuine interest.

C. Trustworthy
- Bank employees who wear makeup do not exploit vulnerabilities.
- Bank employees who wear makeup fulfill promises to provide service.
- Bank employees who wear makeup act in the best interests of the clients.

This study mainly focused on two different perspectives: the branch manager
and the bank employees. The main topics of these perspectives were competence,
likability, and trustworthiness, in particular, whether the use of makeup/cosmetics
affects how employees are perceived by their branch manager and by themselves when
they are doing their jobs. Topics such as self-esteem and visual criticism were slightly
incorporated for the development of conclusions, however, were not the most relevant
part of this study. This study prioritized performance satisfaction and employee
trustworthiness.

The weaknesses of this study was the inability to get much more coherent and
factual data, since the method of data gathering is only through survey, and responses
may vary depending on the branch managers and the employees. The method of using
survey questionnaires may provide inadequacies through interpretational responses
which may make the data subjective which was not suitable to promise credibility.
Another weakness that the study faces is the respondents, which were mainly banking
institution personnel as recommended by a mentor. Findings of the research may not
apply to generally employed civilians.

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Methods

For the study, the researchers have decided to use the convenience sampling
technique in choosing its participants from the population. The participants have been
chosen from the available people working in and dealing with the banking sector
determined by their branch managers, which encompasses all banking institutions in
Iloilo City. They were the employees and branch managers of the respective banks. This
included the various branches of Banco de Oro (BDO) in Iloilo City, namely: BDO Central,
BDO CityMall Pavia, BDO CityMall Tagbak, BDO General Luna, BDO Iznart, BDO Jaro, BDO
La Paz, BDO Ledesma, BDO Molo, BDO Quezon, BDO SM Delgado, BDO Tabuc Suba,
BDO Valeria, and BDO Villa.

Elements of the population were distributed through non-random allocation. The

researchers secured willing consent from the respondents to participate in the survey
through the use of consent forms and an earlier appointment with the area head in Iloilo
City of Banco de Oro, Mrs. Shiela Marie J. Uygongco. The participants have been
composed of (1) bank employees and (2) branch managers. Each group has been given
questionnaires with likert-scaled questions to answer.

The subjects or participants of this research were grouped according to the

following: (1) age, (2) civil status, and (3) gender. The groups were set as such to
construct in-depth interpretations from the findings and in an attempt to provide
specific generalizations applicable to most readers. These types of groupings were also
mainly intended for comparative analyses where the variation of responses is most
likely to occur.

There were diverse factors that impact the branch managers and bank
employees’ perceived competence, likability, and trustworthiness. However, this study
aimed to focus on one factor, which is makeup, its importance at work and impact on
the aforementioned attributes of employees at work. The study population of the
research was composed of employees from various BDO branches, one branch from
each, in Iloilo City. The main purpose of this research was to determine the importance
of makeup at work and its impact on the competence, likeability, and trustworthiness of
employees through their wear of makeup in selected bank institutions. The sampling
method used is purposive sampling to which the respondents include the following:

A. Bank employees in BDO branches in Iloilo City, and

B. Branch manager of each BDO branch in Iloilo City.

The data was collected through a survey with the use of questionnaires. The
researchers had prepared a set of items to appraise the perception and preferences of
participants concerning the topic of this study. The same questionnaire was given to
each participant group, namely: branch managers and bank employees to further
assess the importance of wearing makeup at work and its impact on the employees’
perceived competence, likability, and trustworthiness. The questionnaire, consisting of

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likert-scaled statements served as a tool to determine and thoroughly understand how
these perceived attributes are affected by the use of makeup at work. Through the use
of the survey, the participants directly answered questions that the researchers really
want to know regarding the focus of this study, which is to examine the impact of
makeup to the employees’ perceived traits.
The aforementioned tool to be used by the researchers in conducting the study
was questionnaire. This mainly involved procedures that follow a systematic format in
which questions are formulated orderly. The researchers used six (6) steps throughout
the process of administering an efficient survey questionnaire. First step is the
identification of the audience. This was also known as the respondents who were willing
to participate in answering administered questionnaires. In this case, the respondents
were the employees from specific branches representing the selected bank in Iloilo City.
Second step is the establishment of the research objectives. These objectives
encompassed the aim to determine the effects of wearing makeup on the employees’
specific attributes namely competence, likeability, and trustworthiness and the aim to
explore the importance of wearing makeup at work as an individual. These objectives
served as a guide in formulating the questions designated in each aforementioned
attribute. Third step is the formulation of the questions. These questions were
comprised of topics and subtopics in order for each attribute to be covered. For
example, in the field of competence, questions that revolve around the said topic will be
formulated. This embarked on restricted questions that ask about the factors that result
in makeup contributing to how the employees fulfill their tasks on time.

In the field of trustworthiness, employees were asked to answer likert-scaled

statements that display the elements that exhibit trustworthiness garnered from the
branch managers if employees wear makeup. The same goes with the field of likeability.
Fourth step is the administration of the survey. This pertained to the distribution of the
survey questionnaires according to the availability of the respondents. Prior to the date
of the distribution, the researchers had scheduled an appointment with the area head,
Mrs. Sheila Marie J. Uygongco. Upon approval, the researchers continued the process
as planned. Already included in this was the answering of the questionnaires. Fifth step
was the collection of the answered questionnaires. These were collected as soon as the
respondents had finished answering where it was manually gathered by the researchers
from their branch security to avoid disturbance to their work. The sixth and last step
was the evaluation of the entire survey. Here, the researchers revisited the efficiency of
the survey. This served as an avenue for researchers to develop details that were not
included in the scope of the study. Each of the answers rendered were assembled as a
part to establish a generalization at the end of the study. This implied that each of the
answers were significant in forming the final conclusions.

Once enough sufficient data had been collected from the selected banks, the
number of respondents were counted to measure the sample size. The method of data
analysis employed was Statistical Analysis. This was mainly due to the fact that the
data gathered were quantitative and therefore Statistical Analysis was the most

9
appropriate method of data analysis to be used. In order to have efficient and exact
results which will limit the room for errors in analysis, the researchers followed the
proper stages and a step-by-step process for correctly analyzing the data. The first
stage was data preparation. This stage involved Data Validation, Data Editing, and Data
Coding.

The first stage was Data Validation. The purpose of Data Validation was to
determine whether the data collection was done as per the pre-set standards, unbiased,
and is in line with the research objectives. It seeks to infer whether each respondent
successfully participated in the survey, to make sure that each respondent was chosen
as per the research criteria, to check whether the data collection procedure was duly
followed, and lastly to ensure that all the survey questions were completely answered.
Second was Data Editing. Large data sets typically include errors such as when
respondents incorrectly answer fields or leave them blank. Data Editing eliminated these
errors through conducting basic data checks, checking for outliers, and editing the raw
research data to identify and clear out any data points that may hamper the accuracy of
the results. The last step in data preparation was Data Coding. This step was
responsible for grouping and assigning values to responses from the survey (Kenneth,
et al., 2019)
The second stage was analyzing the data through descriptive statistical tools.
Under descriptive statistics, the researchers summarized the data, found patterns, and
identified the measures of central tendency (Mean, Median, and Mode), and other
descriptive statistics.

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 Results and Discussion

The study was intended to determine the importance of makeup at work and its
impact on the competence, likability, and trustworthiness of various bank employees.
The study utilized a purposive survey method wherein the respondents were 119 bank
employees from selected banks, and 14 employers who were branch managers of the
selected banks, which is a total of 133 respondents.

The data for the study were obtained through the use of survey questionnaires
made by the researchers and distributed to selected bank institutions; branch managers
were kind enough to distribute the questionnaires for the researchers to their selected
available employees.

The draft of the instrument was shown to the advisers. The final instrument was
made with the incorporation of the corrections and suggestions of the Research
teachers.

Specifically, it aimed to answer the following questions:

1. What is the attitude of employees and branch managers towards the use of
makeup among bank employees?
2. How do bank employees and branch managers perceive the influence of wearing
makeup on employees’ perceived competence, likeability, and trustworthiness?

Figure 1. Age Group of Employees

The figure above is a bar graph that illustrates the age group of employees. There
are eight employees who are under 21 years old, 83 who are 21-30 years old, 19 who are
31-40 years old, and nine who are above 40.

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 Figure 2. Age Group of Branch Managers

The figure above is a bar graph that illustrates the age group of branch
managers. There are no branch managers below 21 years old nor are they part 21-30
years old age group. There are three branch managers who are 31-40 years old, and 11
who are Above 40.

Figure 3. Gender of Employees

The figure above is a pie chart that illustrates the gender of the employees. There
are 111 female employees, and only eight are male.

Figure 4. Gender of Branch Managers

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 The figure above is a pie chart that illustrates the gender of the branch managers.
There are 10 female branch managers, and only four are male.

Figure 5. Civil Status of Employees

The bar graph above shows the civil status of employees. There are 69
employees who are single, 46 who are married, four who are separated, and zero record
for widowed, having a total of 119 employees who had indicated their civil status.

Figure 6. Civil Status of Branch Managers

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 The bar graph above illustrates the civil status of the branch managers.
Three branch managers were recorded single, nine are married, one is separated, and
one is widowed.

Table 1. Responses from Employees

The table above reveals the responses from employees on the twelve
likert-scaled statements. For statement 1, “All bank employees should wear makeup at
work,” there are 59 employees who strongly agreed with this statement, 43 who agreed,
two who neither agree nor disagree, 11 who disagreed, and four who strongly disagreed.

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For statement 2, “Only female employees should be allowed to wear makeup at work,”
there are 63 employees who strongly agreed with this statement, 44 who agreed, two
eight neither agree nor disagree, two who disagreed, and two who strongly disagreed.
For statement 3, “Male employees should also be required to wear makeup at work,” there
are four employees who strongly agreed with this statement, three who agreed, 31 who
neither agree nor disagree, 49 who disagreed, and 32 who strongly disagreed. For
statement 4, “I believe employees who wear makeup appear more experienced in doing
their job,” there are 16 employees who strongly agreed with this statement, 40 who
agreed, 29 who neither agree nor disagree, 23 who disagreed, and 11 who strongly
disagreed. For statement 5, “I believe employees who wear makeup smile during
transactions,” there are 27 employees who strongly agreed with this statement, 42 who
agreed, 25 who neither agree nor disagree, 22 who disagreed, and three who strongly
disagreed.
For statement 6, “I believe bank employees who wear makeup do not exploit
vulnerabilities,” there are 10 employees who strongly agreed with this statement, 33 who
agreed, 32 who neither agree nor disagree, 35 who disagreed, and nine who strongly
disagreed. For statement 7, “I believe employees who wear makeup have higher expertise
in doing their jobs,” there are 19 employees who strongly agreed with this statement, 23
who agreed, 39 who neither agree nor disagree, 28 who disagreed, and 10 who strongly
disagreed. For statement 8, “I believe employees who wear makeup are less distracted,”
there are seven employees who strongly agreed with this statement, 30 who agreed, 34
who neither agree nor disagree, 37 who disagreed, and 11 who strongly disagreed. For
statement 9, “I believe bank employees who wear makeup fulfill promises to provide service,”
there are nine employees who strongly agreed with this statement, 35 who agreed, 37
who neither agree nor disagree, 31 who disagreed, and seven who strongly disagreed.
For statement 10, “I believe employees who wear makeup have higher aspirations to improve
at work,” there are 18 employees who strongly agreed with this statement, 47 who
agreed, 27 who neither agree nor disagree, 23 who disagreed, and four who strongly
disagreed. For statement 11,“I believe bank employees who wear makeup communicate
genuine interest,” there are 20 employees who strongly agreed with this statement, 35
who agreed, 33 who neither agree nor disagree, 28 who disagreed, and three who
strongly disagreed. For statement 12, “I believe bank employees who wear makeup act in
the best interests of the clients,” there are 24 employees who strongly agreed with this
statement, 42 who agreed, 26 who neither agree nor disagree, 25 who disagreed, and
two who strongly disagreed.

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 Table 1.1. Age as a Factor of the Responses from Employees

The table above reveals the responses from employees on the three likert-scaled
statements that respond to attitudes with age as a factor.

Table 1.2. Gender as a Factor of the Responses from Employees

The table above reveals the responses from employees on the three likert-scaled
statements that respond to attitudes with gender as a factor.

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 Table 1.3. Civil Status as a Factor of the Responses from Employees

The table above reveals the responses from employees on the three likert-scaled
statements that respond to attitudes with civil status as a factor.

Table 2. Responses from Branch Managers

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 The table above reveals the responses of the branch managers on the twelve
likert-scaled statements. For statement 1, “All bank employees should wear makeup at
work,” there are six clients who strongly agreed with this statement, six who agreed,
none who neither agree nor disagree, one who disagreed, and one who strongly
disagreed. For statement 2, “Only females at work should be required to wear make up at
work,” there are seven managers who strongly agreed with this statement, six who
agreed, one who neither agree nor disagree, none who disagreed, and none who strongly
disagreed. For statement 3, “Male employees should also be required to wear makeup at
work,” there are no managers who strongly agreed with this statement, none who
agreed, four who neither agree nor disagree, three who disagree, and seven who
strongly disagreed. For statement 4, “I believe employees who wear makeup appear more
experienced in doing their job,” there are three managers who strongly agreed on this
statement, three who agreed, five who neither agree or disagree, two who disagreed,
and one who strongly disagreed. For statement 5, “I believe bank employees who wear
makeup smile during transactions,” there are three managers who strongly agreed on
this statement, five who agreed, three who neither agree nor disagree, two who
disagreed, and one who strongly disagreed.
For statement 6, “I believe bank employees who wear makeup do not exploit
vulnerabilities,” there is one manager who strongly agreed on this statement, five who
agreed, five who neither agree nor disagree, three who disagreed, and none who strongly
disagreed. For statement 7, “I believe bank employees who wear makeup have higher
expertise in doing their jobs,” there are no managers who strongly agreed on this
statement, three who agreed, six who neither agree nor disagree, five who disagreed,
and none who strongly disagreed. For statement 8, “I believe bank employees who wear
makeup are less distracted,” there are no managers who strongly agreed on this
statement, three who agreed, five who neither agree nor disagree, six who disagreed,
and none who strongly disagreed. For statement 9, “I believe bank employees who wear
makeup fulfill promises to provide service,” there are three managers who strongly
agreed on this statement, three who agreed, three who neither agree nor disagree, five
who disagreed, and none who strongly disagreed. For statement 10, “I believe bank
employees who wear makeup have higher aspirations to improve at work,” there is one
manager who strongly agreed on this statement, five who agreed, three who neither
agree nor disagree, five who disagreed, and none who strongly disagreed. For statement
11, “I believe bank employees who wear makeup communicate genuine interest,” there
are no managers who strongly agreed on this statement, six who agreed, four who
neither agree nor disagree, four who disagreed, and none who strongly disagreed. For
statement 12, “I believe bank employees who wear makeup act in the best interests of the
clients,” there are three managers who strongly agreed on this statement, five who
agreed, three who neither agree nor disagree, three who disagreed, and none who
strongly disagreed.

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 Table 2.1. Age as a Factor of the Responses from Branch Managers

The table above reveals the responses from branch managers on the three
likert-scaled statements that respond to attitudes with age as a factor.

Table 2.2. Gender as a Factor of the Responses from Branch Managers

The table above reveals the responses from branch managers on the three
likert-scaled statements that respond to attitudes with gender as a factor.

Table 2.3. Civil Status as a Factor of the Responses from Branch Managers

19
 The table above reveals the responses from branch managers on the three
likert-scaled statements that respond to attitudes with civil status as a factor.

The employees make up the majority of the respondents in the survey (89.47%),
while the branch managers make up the least number of respondents in the survey
(11.76%) because only 14 bank branches were selected. Most of the employees are
around 21 to 30 years old (78.15%), while all of the branch managers are above the age
of 40 (78.57%). Most of the employees are female (93.28%), as well as the branch
managers (71.43%), and most of the employees are single (57.98%) while most of the
branch managers are married (64.29%).

Both the majority of employees (49.58%) and branch managers (50%) strongly
agree that all bank employees should wear makeup at work. Both the majority of
employees (52.94%) and branch managers (50%) also strongly agree that only female
employees should be required to wear makeup at work. Majority of the employees
disagree that male employees should also be required to wear makeup at work
(41.18%), while the majority of branch managers strongly disagree (50%).

Majority of the employees agree that employees who wear makeup appear more
experienced in doing their jobs (33.61%), that bank employees who also wear makeup
smile during transactions (35.29%), and that bank employees who wear makeup do not
exploit vulnerabilities (29.41%).

On the other hand, the majority of branch managers neither agree nor disagree
that they prefer employees who wear makeup because they appear more experienced in

20
doing their job (35.71%). Majority of branch managers agree that they prefer to transact
business with employees who wear makeup and smile during transactions (35.71%).
Majority of branch managers agree that bank employees who wear makeup do not
exploit vulnerabilities (35.71%).

Majority of the employees neither agree nor disagree that bank employees who
wear makeup have higher expertise in doing their jobs (32.77%). Majority of the
employees disagree that bank employees who wear makeup are less distracted
(31.09%). Majority of the employees neither agree nor disagree that bank employees
who wear makeup fulfill promises to provide service (31.09%).

On the other hand, the majority of branch managers neither agree nor disagree
that bank employees who wear makeup have higher expertise in doing their jobs
(42.86%). Majority of branch managers disagree that bank employees who wear
makeup are less distracted (42.86%). Majority of branch managers disagree that bank
employees who wear makeup fulfill promises to provide service (35.71%).

Majority of the employees agree that bank employees who wear makeup have
higher aspirations to improve at work (39.50%). Majority of the employees agree that
bank employees who wear makeup communicate genuine interest (29.41%). Majority of
the employees agree that bank employees who wear makeup act in the best interests of
the clients (35.29%).

On the other hand, the majority of branch managers agree that bank employees
who wear makeup have higher aspirations to improve at work (35.71%). Majority of
branch managers agree that bank employees who wear makeup communicate genuine
interest (42.86%). Majority of branch managers agree that bank employees who wear
makeup act in the best interests of clients (35.71%).

Majority of the employees below 21 years old (66.67%) and above 40 years old
(57.14%) agree that all bank employees should wear makeup at work, while those ages
21-30 (47.73%) and 31-40 years old (42.86%) strongly agree. Majority of the employees
below 21 years old (66.67%) agree that only female employees should be required to
wear makeup at work, while those ages 21-30 (45.45%), 31-40 (61.90%), and above 40
years old (57.14%) strongly agree. Majority of the employees below 21 (66.67%) and
ages 21-30 years old (48.86%) disagree that male employees should also be required to
wear makeup at work, while those ages 31-40 (52.38%) and above 40 years old (42.86%)
strongly disagree.

All of the branch managers with the ages 31-40 years old agree that all bank
employees should wear makeup at work, while those above 40 years old have a majority
(54.55%) that strongly agree. Majority of the branch managers with the ages 31-40
years old (66.67%) agree that only female employees should be required to wear
makeup at work, while those above 40 years old (63.64%) strongly agree. Majority of the
branch managers with ages 31-40 (66.67%) neither agree nor disagree that male

21
employees should also be required to wear makeup at work, while those above 40 years
old (62.64%) strongly disagree.

Majority of the male employees (42.86%) and female employees (50.48%)

strongly agree that all bank employees should wear makeup at work. Majority of the
male employees (64.29%) and female employees (48.57%) strongly agree that only
female employees should be required to wear makeup at work. Majority of the male
employees (57.14%) and female employees (40.95%) disagree that male employees
should also be required to wear makeup at work.

Majority of the male branch managers (50%) agree that all bank employees
should wear makeup at work and the majority of female branch managers (50%)
strongly agree that all bank employees should wear makeup at work. Majority of the
male branch managers (50%) either strongly agree or agree that only female employees
should be required to wear makeup at work and (50%) of female branch managers
strongly agree that only female employees should be required to wear makeup at work.
Majority of the male branch managers (75%) strongly disagree that male employees
should also be required to wear makeup at work and the majority of female branch
managers (40%) either disagree or strongly disagree that male employees should also
be required to wear makeup at work.

Majority of the employees who are single (50%) and all separated employees
strongly agree that all bank employees should wear makeup at work, while the majority
of married employees (40.91%) agree. Majority of employees who are single (40.54%)
either strongly agree or agree that only female employees should be required to wear
makeup at work, while (56.82%) of married employees and all separated employees
strongly agree. Majority of the employees who are single (44.59%) disagree that male
employees should also be required to wear makeup at work, while the majority of
married (50%) and all separated employees strongly disagree.

Majority of the branch managers who are single (66.67%) agree that all bank
employees should wear makeup at work, the majority of married branch managers
(60%) and all widowed branch managers strongly agree, while all separated branch
managers disagree. Majority of the branch managers who are single (33.33%) either
strongly agree, agree, and neither agree or disagree that only female employees should
be required to wear makeup at work, (60%) of married branch managers and all
widowed branch managers strongly agree, while all separated branch managers agree.
Majority of the branch managers who are single (66.67%) neither agree nor disagree
that male employees should also be required to wear makeup at work, (60%) of married
branch managers and all separated branch managers disagree, while all widowed
branch managers strongly disagree.

The following statements respond to makeup as a factor for competence in bank

employees: (4) I believe employees who wear makeup appear more experienced in
doing their job, (7) I believe bank employees who wear makeup have higher expertise in

22
doing their jobs, and (10) I believe bank employees who wear makeup have higher
aspirations to improve at work. After measuring the averages of each response, the
majority of the employees agreed that makeup is a factor for competence in bank
employees (30.81%), while the majority of branch managers neither disagree nor agree
that makeup is a factor for competence in bank employees (33.33%).

The following statements respond to makeup as a factor for likeability in bank

employees: (5) I believe bank employees who wear makeup smile during transactions,
(8) I believe bank employees who wear makeup are less distracted, and (11) I believe
bank employees who wear makeup communicate genuine interest. After measuring the
averages of each response, both majorities of employees (29.97%) and branch
managers (33.33%) agreed that makeup is a factor for likeability in bank employees.

The following statements respond to makeup as a factor for trustworthiness in

bank employees: (6) I believe bank employees who wear makeup do not exploit
vulnerabilities, (9) I believe bank employees who wear makeup fulfill promises to provide
service, (12) I believe bank employees who wear makeup act in the best interests of the
clients. After measuring the averages of each response, both majorities of employees
(30.81%) and branch managers (30.95%) agreed that makeup is a factor for
trustworthiness in bank employees.

The findings of this research are very much consistent with previous studies
focused on cosmetics. Such as a study by Louis (2011) which concludes that, wearing
makeup apparently can help increase people’s perceptions of a woman’s likeability, her
competence and her trustworthiness. A study published in the journal PLOS ONE also
concludes the same conclusion consistent with our findings; that people who wore
makeup have perceived higher levels of competence as compared to people who
decide to go bare-face or natural.

While our general findings are accurately consistent with previous studies also
focused on cosmetics, there are some new findings that emerged from our data which
addresses the gaps of knowledge in finding out whether age, civil status, and gender
affects people’s perceptions of the cosmetic use of other people and the correlation of
people’s use of makeup with their perceived competence, likeability, and
trustworthiness.

Our findings revealed that the attitudes of employees and branch managers
towards the necessity that most bank employees must wear makeup are generally
positive, regardless of age, gender, and civil status, perhaps, because the wearing of
makeup at work is culturally considered a norm.

Our findings revealed that in the case of bank managers, the older they are the
stricter they are with gender differences. More than 50% of branch managers strongly
agree that only female employees should be required to wear makeup at work and more
than 50% strongly disagree that male employees should also be required to wear

23
makeup at work. However, still regardless of age groups, of employee or managerial
status, or of civil status, the barrier between the sexes who should wear makeup at work
is still the same. This is because the idea of diversity is still not widely accepted,
especially in the corporate world. What is defined as proper grooming differs between
genders.

Conclusion

In summary, the study aimed to determine the attitudes of the two groups of
respondents towards the use of makeup among bank employees through three
dimensions: if all bank employees are required to wear makeup, only female, and if male
employees are also required to do so. Another main focus of the study was the
perceptions of the respondents on the factors of competence, likeability, and
trustworthiness on the scope of their work, which were each represented in different
situations.

Makeup does have an influence on the competence, likeability, and

trustworthiness of bank employees in Iloilo City to a certain extent, most especially on
competence since makeup is known to give off a professional impression. For
likeability, majorities of both managers and employees believe that it is also an affecting
factor.

There are a number of differences between the perceptions of employees, and

branch managers surveyed on the influence of makeup on competence, likability, and
trustworthiness of bank employees. While most employees do agree that makeup
influences both competence and trustworthiness, branch managers were skeptical with
makeup as a factor for competence. Most employees also believed that makeup makes
them appear more experienced in their jobs, while again, branch managers were not
sure of the idea. Another is applied in terms of attentiveness to work where most
employees think that perhaps it is a possibility that makeup makes them look less
distracted, while most branch managers immediately disagreed at the thought.

Aside from interpersonal perceptions, other demographics, such as gender and

civil status also show the attitudes of bank employees towards makeup at work. These
various differences correlate to what the respondents perceive, may it be from their
personal experiences or other deciding factors. Bank employees that are 21-30 years
old, who comprise the majority of the study’s respondents, strongly agree that makeup
is a must when at work. This may be partly because these ages are avid makeup users
even in everyday life, so they deem this more of a necessity.
In addition, all branch managers between the ages of 31 to 40 also strongly agree
to the same statement. This result may be attributed to the experiences of these group
of respondents who came a long way to be in their current position, because of their
many years of service.

24
 It is common knowledge that wearing makeup helps how one presents
themselves to others. Thus, employees are recommended to wear appropriate makeup
at work to be presentable and at the same time, do well in their respective jobs. As the
frontliners of their respective branches, female employers are also recommended to
wear makeup as they are the ones dealing with clients with big transactions as well as
their co-workers.

Chief executive officers (CEO) should always require female employees to wear
makeup at work as a mandatory rule, since it is much clearer that it has an impact on
the competence, likeability, and trustworthiness of their employees, an excellent way to
attract more clients. Transactions after all, are always judged by the first impression.

Lastly, perhaps cosmetic industries should market their products more to the
working women, seeing that the use of cosmetics improves their job performance. To
add to that, there would always be an assurance of purchase and the ability to pay the
price since working women have salaries.

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