Intensity of nepotism expression in organizations of Lithuania

Vveinhardt, Jolita; Petrauskaitė, Loreta

doi:10.7220/mosr.1392.1142.2013.66.9

Cited by 15 publications

(21 citation statements)

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“…It can be clearly seen that most of the persons surveyed negatively evaluated the listed nepotic situations (9 out of the 13 analyzed nepotic situations were negatively evaluated by over two-thirds of the sample). This is consistent with other studies of organizational nepotism, where it was also assessed as a phenomenon negatively affecting the functioning of the organization and interpersonal relations (Padgett and Morris 2005;Abdalla et al 1995;Arasli et al 2006;Vveinhardt and Petrauskaitė 2013). Behaviors characterized by nepotism seem to be accepted with respect to family businesses only.…”

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confidence: 90%

The Perception of Organisational Nepotism Depending on the Membership in Selected Christian Churches

2020

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Nepotism, just like any other form of favouratism in the workplace, is a phenomenon that is basically evaluated negatively. It adversely influences social and economic development and it has not been considered in relation to the membership of a given Christian denomination. This article reviews the literature on nepotism and takes into account the religious perspective on nepotism while the research part focuses on the analysis of nepotism taking into consideration both Catholic and Protestant perspectives. Thus, the article falls within the discussion initiated by Max Weber, who found that religious membership had an influence on economic development because business leaders, capital owners, and a highly qualified workforce and well-trained enterprise employees were, by and large, Protestants. The article is aimed at analyzing the effects of nepotism and evaluating this phenomenon from the perspective of the abovementioned Christian denominations. Qualitative and quantitative methods were included in the conducted research. As far as the qualitative method is concerned, an individual in-depth interview, conducted with two Catholic and two Protestant clerics, was applied. Within the second stage, i.e., the quantitative surveys, information received in the interviews was verified and the way of understanding and accepting the phenomenon of nepotism depending on the religious membership was learnt. This research demonstrated that Protestants regard the phenomenon of nepotism as negative more frequently than Catholics and the phenomenon is more common among Catholics than Protestants.

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The Perception of Organisational Nepotism Depending on the Membership in Selected Christian Churches

2020

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“…As a result, dissatisfaction at work may be observed. This situation may also lead to "word of mouth" dissemination of negative feedback about the organisation; when recruiting or promoting, the priority is given not to the employee's professional competence, but to kinship relations, friendliness or on the basis of subjective benevolence to one or another person, it negatively affects the quality of human resources across the organisation as a whole [12,13,58,59]. Based on this, one can state that nepotism and favouritism are bad for employees who are forced to weigh conflicting obligations, as well as for co-workers who become demoralized when they suspect the worst, and they are bad for organizational performance.…”

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confidence: 99%

Nepotism and Favouritism in Polish and Lithuanian Organizations: The Context of Organisational Microclimate

Vveinhardt

Sroka

2020

Sustainability

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The phenomena of ‘nepotism’ and ‘favouritism’ are frequently observed in contemporary business, being usually associated with corruption in the public sector and the abuse of public resources. The phenomena, however, have an international scale and no country and sector of the economy are free of them. Given these facts, our paper identifies the attitude of Lithuanian and Polish employees to it in the context of revealing the organizational microclimate. Our analysis is done in relation to three basic aspects: a) Sector (public vs. private), b) gender (male vs. female) and c) five different age groups. Our research sample involved 337 respondents (Poland-PL, N = 164 and Lithuania-LT, N = 173) representing public (PL and LT, N = 119) and private (PL and LT, N = 218) sector organizations. A closed-type questionnaire was used in the survey. Validity and reliability of the questionnaire were confirmed by its high psychometric characteristics. Several research methods, including factor analysis, Cronbach’s alpha, Spearman–Brown, factor loading and total item correlation were used in our study. The results show that there are both similarities as well as differences between the organizations analysed. As far as the private vs. public sector is concerned, in Poland, manifestation of nepotism in principal does not differ in private and public organizations, unlike in Lithuanian organizations, where a worse situation is recorded in public sector organizations. In turn, comparing employees’ attitudes by their gender, it was identified that there were more similarities than differences between Poland and Lithuania in four subcategories. Finally, comparing employees’ attitudes by their age, it was identified that the least number of statistically significant differences was identified in two age groups: 18–24 years old and over 51.

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“…Nepotism can provoke jealousy and resentment among other employees (Eiving, 1965). Their trust in the organization (Keles et al, 2011) and the managerial staff are reduced (Vveinhardt and Petrauskaite, 2013). It has a negative impact on the company's organizational culture (Vveinhardt and Petrauskaite, 2013).…”

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confidence: 99%

“…Interpersonal communication is difficult. Persons employed on a normal basis have concerns for cooperation and communication with persons employed on the basis of family connections (Vveinhardt and Petrauskaite, 2013). Employees' willingness to leave the company also increases (Padgett et al 2015), and also, if information about the practices of nepotism gets into the environment, the willingness to hire outsiders decreases (Eiving, 1965).…”

mentioning

confidence: 99%

Paradox of nepotism in enterprises in Poland and Ukraine: social capital perspective

Ignatowski¹,

Stopczyński²,

Trebska³

2019

MMI

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The aim of the article is to analyse the phenomenon of nepotism, its effects in small and medium enterprises in Poland and Ukraine and their negative impact on social capital. Systematization literary sources and approaches for solving the problem of nepotism indicate that it is quite a common phenomenon in central and east European countries. Nepotism caused a lot of negative impact on organizations. It means, that in the organization, where nepotism is common employees have less motivation, job satisfaction. Their commitment to the organization is lower. They are also less efficient due to the selection of less capable candidates for the job or position. According to literature, on the other hand, nepotism could sometimes have a positive impact on family-owned companies. The article contains a review of the literature on social capital, nepotism and its effects, followed by an analysis of the results of quantitative research aimed at expanding knowledge about the problem of nepotism, determining its scope in Polish and Ukrainian enterprises, as well as its evaluation. The methodological tool of the research was a survey. Questionnaires were distributed to 691 working part-time students of private universities in Poland. The research was conducted from February to May 2019. The paper presents the results of an empirical analysis which showed that both nepotism and closely related cronyism are common phenomena in Poland and Ukraine. It should be pointed out that they are more common in Ukraine. Both phenomena have a negative impact on satisfaction, motivation and work, commitment and trust among employees. One of the important effects of favouring people in the workplace is also reduced the social capital of the company. The results of the research can be useful for managers. Social capital is one of the important elements significant for the development of a company, and nepotism affects it negatively. The conducted research can be used as an aid in creating and reorganizing transparent processes related to the employment of staff and effective personnel management in the organization.

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Intensity of nepotism expression in organizations of Lithuania

Cited by 15 publications

References 10 publications

The Perception of Organisational Nepotism Depending on the Membership in Selected Christian Churches

The Perception of Organisational Nepotism Depending on the Membership in Selected Christian Churches

Nepotism and Favouritism in Polish and Lithuanian Organizations: The Context of Organisational Microclimate

Paradox of nepotism in enterprises in Poland and Ukraine: social capital perspective

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