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.