Nepotism as a Negative Factor in Organization Performance

Abstract

Nepotism in the work place has its pro and contra. In this paper nepotism it will be seen as a negative factor in the organization performance, although there are different opinions that nepotism not always has a negative impact for the organization performance. To prove this a research has been done in some companies from Dukagjini Region. Nepotism in itself is not considered a bad think if the companies hire qualified people but the research shows that nepotism in Kosovo companies is a negative factor and as such it negatively influence in the performance of the employees and of the organization. In Kosovo it seems that is not enough and necessary to have a degree and to be super qualified for the job you apply for but is indispensable to know an influential person who will help to find a job. The problem starts with a non transparent recruiting system and you will see yourself led by an unqualified and irresponsible person.

Leader Member Exchange, Nepotism, and Employee Loyalty as the Determinants of Organizational Sustainability in Small and Medium Enterprises in India

“…India with the huge workforce and global VUCA challenges (volatile, uncertain, complex, and ambiguous)areconcentratingonlocalbusinessesi.e.SMEsinthemanufacturingandservicesector (Yoshinoetal.,2016;HarvieandCharoenrat,2015;Das,2007;MenkhoffandKay,2000).Hence,the roleofthemanagerasaleaderisimperativeinaligningtheworkforcetotheorganizationalchanges (Dubeyetal.,2017;BostonConsultingGroup,2013).TogetholdsonVUCAchallenges,thereisa significantneedforindividualswhogeneticallybelongtothesamefamilytobeloyal,committed, andreadytoacceptchallengestoexpandthefamilybusiness (CarriganandBuckley,2008;Lokaj, 2015). TheLMXtheoryconsidersthein-groupmemberstobeloyal,trustworthy,andhaveastrong visiontowardsorganizationalsustainability(SiyalandPeng,2018;GraenandWakabayashi,1994;Dasborough,2009).Thesein-groupindividualsreceivedhighsocialexchangefromtheleader,they havehighrespectforseniorfamilymembers,theirlifeachievementsarethesourceofinspirationfor themsuchwillenhanceentrepreneurialzealandmakethemmoreconscioustowardsorganizational sustainability (HudsonandClaasen,2017).…”

“…Leadershipestablishesasharedvision,strategy,anddirectionforalong-termsustainablefuture (Opoku etal.,2015).Theleader-memberexchangetheorydiscussesthesuperiorandsubordinaterelationship underthetwoaspectsasin-groupmembersandout-groupmembers (Rosenetal.,2011;Aggarwal etal.,2020)in-groupmembershavehigh-qualityexchangeswiththeleader,thatincludesupport, trustandfrequentinteractions (Kimura,2013),theywouldbegivenchallengingtasksandincreased autonomy (TseandTroth,2013).Out-groupmembers,ontheotherhand,receivelittlesupportfrom theleader,haverestrictedaccesstoknowledge,andhavefewerprospectsforempowerment (Rosenet al,2011).Nepotismisthepracticeofgivingrelativesandfriendsofthefamilypreferentialtreatment as in-group members in the workplace (Lokaj, 2015).Practices of nepotism are still prevalent in developingcountriessmallbusinesssustainability (Chanetal.,2020;Boadi,2000;Hayajenhetal., 1994).The preferred reason is mutual respect (Carrigan and Buckley,2008), shared vision, sense ofbelonging,trustandeconomy (CarriganandBuckley,2008),thedesiretopursueandshapethe company'sgoalforthebenefitoffuturegenerationsofthefamily (Chrismanetal.,1999).…”

Algılanan Nepotizmin Örgütsel İntikam Üzerine Etkisi

“…Kayırmacılık, yöneticilerin sahip oldukları güç kaynaklarını kullanarak biyolojik veya sosyal bağa sahip oldukları akrabalarına, arkadaşlarına veya sisyasi yandaşlarına; işe alma, terfi, işlem, ödül, disiplin, ücret, ceza veya işten çıkarmada imtiyaz gösterilmesi olarak tanımlanabilmektedir (Akuffo ve Kivipold, 2019;Büte, 2011a;Lokaj, 2015;Oktay, 1983;Özkanan ve Erdem, 2014;Vveinhardt ve Sroko, 2020). Bu imtiyazlar diğer çalışanlar tarafından kötünün iyiye tercih edilmesi veya liyakatsiz kişilerin kritik pozisyonlara getirilmesi olarak algılanabilmekte ve yöneticilerin yapmış olduğu kayırmacı eylemler örgütün tamamına atfedilebilmektedir.…”

Nepotism and Related Threats to Security and Sustainability of the Country: The Case of Lithuanian Organizations

“…For a long time, the Western world has been of the opinion that various forms of corruption are characteristic of the third world and developing countries or that corruption is the product of over-regulated countries without the free market [10]. In fact, research shows that in developed countries, selection for job vacancies is made on the basis of the candidate's education, merits, qualifications, work experience, while in developing countries family members and relatives rather than competent individuals are likely to be employed, and therefore their performance is not as good as it should be [2,4,11].…”