2018
DOI: 10.1007/s10551-018-4094-9
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Coping with Favoritism in Recruitment and Selection: A Communal Perspective

Abstract: We examine how recruiting managers cope with communal norms and expectations of favoritism during recruitment and selection processes. Combining insights from institutional theory and network research, we develop a communal perspective on favoritism that presents favoritism as a social expectation to be managed. We subsequently hypothesize that the communal ties between job applicants and managers affect the strategies that managers employ to cope with this expectation. We test these ideas using a factorial su… Show more

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Cited by 26 publications
(22 citation statements)
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References 105 publications
(133 reference statements)
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“…Favoritism, which is defined as applying personal biases to a specific person, disregarding others more deserving of recognition, is an issue prevalent in many organizations 24‐27 . It is a common issue that surrounds and contributes to workplace politics.…”
Section: Introductionmentioning
confidence: 99%
“…Favoritism, which is defined as applying personal biases to a specific person, disregarding others more deserving of recognition, is an issue prevalent in many organizations 24‐27 . It is a common issue that surrounds and contributes to workplace politics.…”
Section: Introductionmentioning
confidence: 99%
“…As prior researchers have suggested, recruitment, selection and promotion practices in many GS countries are based on favoritism, nepotism and political loyalty (Hotho et al , 2020; Wated and Sanchez, 2015). While it is a legal requirement for listed Indian companies to appoint independent directors, a large proportion of such companies fail to comply thanks to the culture of nepotism and favoritism.…”
Section: Findings and Some Propositionsmentioning
confidence: 99%
“…The identified challenges in this regard are as follows: 2.5.1.1 Favoritism in recruitment and selection. It is argued that in some organizations, the recruiting managers diverge from professional standards and engage in recruitment, appraisal and promotion based on connections rather than merit (Hotho et al, 2020).…”
Section: Human Resources Factorsmentioning
confidence: 99%