Nepotism in the workplace: the case of Mary Smith

Nepotism

THE CASE OF MARY SMITH

Records say that Mary Smith, in her first three weeks of employment as administrative assistant, failed to show fitness for the job. Instead of accurately and effectively performing all the transactional duties of her position, she misfiled documents and was late in completing her first tasks. And instead of exhibiting interpersonal skills with all the employees, she preferred to frequently associate only with certain employees. She is supposed to provide support assistance to her boss so that the office will run smoothly. Those seeking to transact business with him must first pass through her, the administrative assistant. Other employees were not pleased to learn that Mary Smith would be working with them. Unfortunately, her case will not be too easy to handle because she is the daughter of one of the firm's founders.

Job Description

An administrative assistant performs all the transactional duties for her supervisor and the smooth operation of his office (Henderson, 2012). She is expected to be very detail-oriented about every duty and watchful of every possible failure. Her exceptional oral and written communication capability and in answering written correspondence and all telephone and personal calls are basic qualifications. She is also expected to show excellent interpersonal skills. She is supposed to be friendly to everyone in the organization and not show favor or preference to a few. She is the gatekeeper and the front of her supervisor. For this, she should be adept at multitasking (Henderson).

Misfiling documents can disrupt office operations she is expected to manage flawlessly and promptly. She is supposed to know where all official documents should be filed and file or retrieve them at a moment's notice. Time is often of the essence in her work. Hence, she cannot be delayed in the accomplishment of tasks. In addition, she is expected to treat everyone pleasantly and professionally. This means she cannot favor particular employees over others.

Effects of Nepotism in the Workplace

Nepotism is favoritism shown to family members or friends by hiring or promoting them based on the relationship rather than competence (Brookins, 2012). Business owners and managers may justify it but many employees see it as an unfair practice in the workplace. It can lower employee morale and disrupt work operations. It can create a feeling of incompetence among employees when pitted against employees who are blood-related to company owners or officials. It can lead to loss of productivity among demoralized employees. It can reduce trust in the organization. Those who favor nepotism can get accused of favoritism even if the related employee is competent. Family conflicts can also arise as a consequence. And most importantly, there is the risk of legal action on the part of the complaining employee (Brookins).

The two sides of nepotism should be weighed carefully before business owners engage in it or allow it. One advantage is that it builds a legacy (Sparks, 2012). A parent who owns a business and has devoted his whole life to it as his career sees nepotism as a good thing if he intends to turn it over to his children. That is the very same motivation for embarking in the business, in the first place. If his heirs want to become part of the business and to grow it themselves, they are apt to view nepotism as something good. Another advantage is that nepotism enhances family unity. Family members of the boss who work for the company can find time to be together by being in the same place many hours of the day and most days of the week. They may quarrel frequently or infrequently. But sharing a common business goal and pursuing it together strengthen an otherwise weakening bond. They also give them a new perspective about one another (Sparks).

The disadvantages are easier to see. One is the likelihood of resentment among employees (Sparks, 2012). If a relative who undeserving is hired or promoted, co-workers are bound to feel bad about it. When there is a sense of unfairness like this going around, other employees are quite likely to feel angry towards the person who is favored through nepotism. A second disadvantage is an erosion of organizational capability. If someone related to the company owner gets a promotion instead of someone else who can do the job better, nepotism halts company progress. This also happens when such a relative continues to occupy an important position undeservedly and only because of the relationship (Sparks). A third disadvantage is a loss of productivity among employees because of a loss of morale (HRH, 2012). The hiring or promotion of an un-qualified or under-qualified relative can be discouraging to those with leadership skills and the overall demoralization of employees, especially the deserving ones. And a fourth disadvantage is an increased risk of lawsuits. Although few laws regulate or prohibit nepotism, this risk increases when the workforce turns hostile. Factionalism can develop into open clashes and potentially into lawsuits against the company. Even if legal actions are prevented, the work environment can bring the business to a brink (HRH).

Mary Smith's supervisor should suggest to his direct supervisor and to management to create the best work environment by hiring only qualified employees (HRH, 2012). He should also prompt the personnel department to develop appropriate anti-nepotism and anti-fraternalism policies. And he should convince management, including the founder, of the wisdom and greater benefit of such a stance (HRH). #