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Nepotistic Practices in the Private Sector

Author

Listed:
  • Sheryl A. Nicolas

    (Bachelor of Science in Business Administration, Major in Human Resource Management, Quezon City Branch, Polytechnic University of the Philippines)

  • Katerina S. Abaño

    (Bachelor of Science in Business Administration, Major in Human Resource Management, Quezon City Branch, Polytechnic University of the Philippines)

  • John Dave R. Abelado

    (Bachelor of Science in Business Administration, Major in Human Resource Management, Quezon City Branch, Polytechnic University of the Philippines)

  • Denzel Jhon E. Frany

    (Bachelor of Science in Business Administration, Major in Human Resource Management, Quezon City Branch, Polytechnic University of the Philippines)

  • Jheena Jamaica J. Villeges

    (Bachelor of Science in Business Administration, Major in Human Resource Management, Quezon City Branch, Polytechnic University of the Philippines)

  • Sheryl R. Morales

    (Research Management Office, Polytechnic University of the Philippines – Quezon City Branch (Thesis Adviser))

Abstract

There is a prevalence of nepotism in all organizations. Numerous studies have attempted to examine nepotism, but very few have focused on the Philippine context. Through the perspectives of private-sector employees, this qualitative study explored workplace nepotism. Literature and participants’ data indicate that nepotism has significant negative effects on an organization. Low morale promotes workplace discontent, stress, and demotivation. Inefficiency costs the company money. Employees and management may experience communication and leadership difficulties due to nepotism. Although not illegal, it can cost a business money if it leads to discrimination and an unpleasant workplace. It is unethical because it favors relatives or close acquaintances. It disregards merit, competency, and skill. In private companies, nepotism maintains the business in the family, but it must be used with prudence. As it has negative implications, it is not a smart strategy for the survival, development, or expansion of a business. The family should be approached with discretion.

Suggested Citation

  • Sheryl A. Nicolas & Katerina S. Abaño & John Dave R. Abelado & Denzel Jhon E. Frany & Jheena Jamaica J. Villeges & Sheryl R. Morales, 2022. "Nepotistic Practices in the Private Sector," International Journal of Research and Innovation in Social Science, International Journal of Research and Innovation in Social Science (IJRISS), vol. 6(9), pages 307-313, September.
    • Handle: RePEc:bcp:journl:v:6:y:2022:i:9:p:307-313
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    References listed on IDEAS

    as
    1. Jones, Robert G. & Stout, Tracy, 2015. "Policing Nepotism and Cronyism Without Losing the Value of Social Connection," Industrial and Organizational Psychology, Cambridge University Press, vol. 8(1), pages 2-12, March.
    2. Cahill, Kevin E. & McNamara, Tay K. & Pitt-Catsouphes, Marcie & Valcour, Monique, 2015. "Linking shifts in the national economy with changes in job satisfaction, employee engagement and work–life balance," Journal of Behavioral and Experimental Economics (formerly The Journal of Socio-Economics), Elsevier, vol. 56(C), pages 40-54.
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