Human resource practices are vital in maintaining a stable working environment (Burke 129). Nepotism is one of the factors that have impact on the independence of human resource management, especially in the private sector (Arasli, Huseyin, Bavik & Ekiz 296). According to Nadeem et al. (224), nepotism entails giving preference to family members and friends during the hiring process. In such cases, the recruiters fail to consider the desired competencies and skills in the candidates. This paper seeks to analyze a case study of nepotism in a private firm and its implications.
The case study involves nepotism, where one of the company's founders (Aloysius Jones) hired his daughter (Ellen Jones), despite being incompetent for the position. Consequently, the presence of Ellen Jones in the firm adversely affected the employees' performance and job satisfaction. For instance, Patricia Nusbaum who was in charge of architectural assistants was infuriated by the action, as it did not follow the right procedures. Secondly, there was no appropriate task that Ellen Jones would do since she was unqualified. Thirdly, the office manager (Marty Staples) was in a dilemma on the decision to take in the scenario.
As Marty Staples, I would take the following steps to manage the situation. Firstly, I would confidentially interview all the personal assistants to obtain information and their complaints about the issue. Secondly, I would have an official meeting with Patricia and discuss the effects of Ellen Jones's presence on the employees. Thirdly, I would prepare a detailed document on the findings obtained from my investigation. Then, I would engage the human resource management to give insights on the recruitment process, especially on the job criteria and specification. Lastly, I would request to meet my superiors, including the shareholders and explain the implications of nepotism on the company's performance and reputation.
There are several reasons for choosing the steps above. For example, the confidential interviews with the personal assistants would be useful in providing first-hand evidence on the effect of nepotism on staff members' work. Also, the meeting with Patricia Nusbaum would enlighten me on job dissatisfaction among employees since she was unwilling to supervise Ellen Jones. The human resource's insights would be useful in providing the company's recruitment standards and procedures. Finally, engaging the superior management team would help in giving the go-ahead on the next course of action.
Many privately-owned organizations have formulated anti-nepotism policies at their workplaces (Jones & Stout 2). The 'no nepotism' systems may have both positive and negative implications on a private sector employer. The following are some of the advantages. Firstly, they restrain favoritism during the hiring process and give equal opportunities for candidates on a competency basis. Secondly, they aid in creating a conducive working environment since they limit family conflicts in the workplace. Lastly, the policies are effective in enhancing workplace diversity as human resource management will recruit employees from diverse backgrounds.
According to Jones and Stout (2), anti-nepotism policies may have adverse effects on privately-owned companies. For instance, they may limit social connections which may be valuable to the company. Secondly, these policies may be discriminatory, especially in the cases where the relative in question is qualified for the job position. Moreover, they can limit the transfer of human capital to the organization, for example, when children have acquired essential skills from their parents. Lastly, they can infringe on the constitutional rights of employees who develop relationships in the workplace, such as the right to marry.
The anti-nepotism policies may influence the organization's culture in several ways. For example, the implementation of these policies may promote workplace diversity, which consequently may improve the company's productivity. In addition to that, companies can adopt equity and equality practices as all potential and current employees have fair treatment. While large entities may significantly benefit from such policies, family-owned businesses may be the least beneficiaries due to their small size and financial statuses. The 'no nepotism' laws are, therefore, relative and their application depends on an individual company.
According to Avelenda (693), anti-nepotism policies are of different forms. While some restrict spouses and relatives from working in the same organization, others prohibit supervisory relationships among them. I think that the most practical policy is the one that restrains the connection of relatives in the company. While it does not discriminate on the hiring processes, this policy may help in preventing favoritism when relatives report to each other. The policy, therefore, allows nepotism to some extent but limits unfair considerations.
In conclusion, nepotism is a practice where family members or close friends get employment opportunities regardless of their competencies. The practice may affect human resource management's role in maintaining a stable work environment. The case study illustrates how a nepotism situation occurs, its implications, and how a manager can address it. Various organizations have formulated anti-nepotism practices which may either restrict relatives from working together or may limit supervisory interactions among them. These policies both positive and negative effects on the companies, as some may benefit more from them than others.
Arasli, Huseyin, Ali Bavik, and Erdogan H. Ekiz. "The effects of nepotism on human resource management: The case of three, four, and five-star hotels in Northern Cyprus." International journal of sociology and social policy 26.7/8 (2006): 295-308.
Avelenda, Saily M. "Love and marriage in the American workplace: Why no-spouse policies don't work." U. Pa. J. Lab. & Emp. L. 1 (1997): 691. Retrieved from https://scholarship.law.upenn.edu/cgi/viewcontent.cgi?article=1024&context=jbl. Accessed 28 February 2019.
Burke, Ronald J. "Nursing staff attitudes following restructuring: the role of perceived organizational support, restructuring processes, and stressors." International journal of sociology and social policy 23.8/9 (2003): 129-157.
Jones, Robert G., and Tracy Stout. "Policing nepotism and cronyism without losing the value of social connection." Industrial and Organizational Psychology 8.1 (2015): 2-12.
Nadeem, Muhammad, et al. "Favoritism, nepotism, and cronyism as predictors of job satisfaction: Evidences from Pakistan." Journal of Business and Management Research 8 (2015): 224-228.
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