2.5. Negative influence of favoritism for organizations
J. S. Adams, by conducting some research and experimentation on motivation in the US General Electric business, found that reward justice has a very important value in terms of constantly motivating and encouraging employees. If there is inequality, it is observed that the reward justice is disrupted, and an imbalance occurs (Eren, 2012; 522). The most important reason for deterioration of reward justice is due to favoritism practices at enterprises and organizations. The results of the study by Keleş et al. speculated that ways of nepotism, bias and cronyism are contrarily identified with hierarchical trust. The primary finding of their research was nepotism, partiality and cronyism decreases authoritative trust in privately-run companies (Keleş, Özkan and Bezirci, 2011). Organizational injustice is an important stress factor. Stress makes the contradiction between one’s competencies and the requirements of the environment more prominent (Vermunt and Steensma, 2003). Reward injustice negatively affects work motivation. Since favoritism generally involves inefficiencies in many dimensions, employees quit when they feel discrimination. This results in employee turnover costs and loss of specific human capital (Prendergast and Topel, 1993: 9). Research has demonstrated that bias and nepotism in organizations may prompt negative representative results including diminished occupation fulfillment and higher expectations to stop (Arasli and Tumer 2008; Pearce et al.2000). As indicated by a study completed by Araslı and Tumer (2008) with 576 bank representatives in northern Cyprus, it was discovered that nepotism, partiality and cronyism create occupation anxiety in the working environment, thus expanding disappointment of the staff about their organization. They discovered that nepotism has the highest negative impact on employment stress.
The outcomes of bias and nepotism may be listed as the following:
•personnel’s demotivation;
•personnel’s lack of care, loss of self-conviction and capacities;
•social distance, the sentiment of being unnecessary in the organization;
•permanent dread and negative expectant speculation (dread of downgrading from the position being involved, rightsizing, and so on.);
•dismissal of high-potential colleagues urgent to possess the ideal situation in perspective on the way that it is as of now occupied by a top pick;
•wasteful manpower arrangement arrangements, for example, arrangement of a task to a position those representatives who do not deserve at all by their good and expert criteria;
•limitation or absence of rivalry concerning promising projects or major situations among colleagues;
•responsible conduct with respect to top picks and nepots in perspective on their certitude «I won’t be rebuffed on the grounds that I’m a pet or relative»;
•favorites’ intemperate conduct putting at risk financial security of the activities of the organization;
•destructing establishments of cooperation;
•creating feeble («unhealthy») hierarchical culture portrayed by interests, and thriving of mobbing,
•i.e. mental and in some extraordinary cases physical threatening by the favorite in perspective on their feeling of exemption;
•a favorite’s negative impact upon managerial basic leadership being clear in the way that the favorite based on his own advantages forces the boss into his own contemplations about who must be utilized, contracted, involved in an exchange or not, and so on (Safina,, 2015:632-633).
The findings showed that nepotism is an important precursor of turnover intention, and when perception of nepotism increases, turnover intention significantly increases as well. This finding is seen to be in parallel with those in previous studies (Büte & Tekarslan, 2010; Bolat et al., 2017) Keles et al. (2011) claimed that granting of privileges to certain individuals is an extremely disturbing situation to the organization’s employees, and the lack of trust arising under such conditions negatively affects job satisfaction, organizational commitment, organizational trust and loyalty and individual performance, and it can hinder the internal system of management. As seen here, favoritism is one of the negative viruses of organizations that affect trust, and it has negative influences over performance (Ören, 2007; Keleş and Özkan, 2011). Asakanutlu and Avcı (2010) wanted to determine the relationship between nepotism perception and job satisfaction, and they conducted research on 123 employees working at marble companies Their results confirmed the existence of a negative relationship between the perception of favoritism (nepotism) and job satisfaction.