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Tuesday, September 17, 2024

Building a fair Hiring process: Overcoming political challenges

 BLESSIE JANE PAZ B. ANTONIO

JANICE D. RASAY

Divine Word College of Laoag, Ilocos Norte, Philippines

Abstract

The hiring process and promotions involving politics is a critical component of governance that has an effect on public trust and the integrity of the organization. This paper explores the ethical issues in the political hiring process and promotions of individuals. It discusses hiring processes like nepotism and political patronage systems and the effects of these on both individuals and the organization. It also discusses the importance of transparency and accountability measures in the hiring process and promotion. The paper concludes that it is important to prioritize transparency and accountability so that the vacant positions are filled with qualified individuals who will have a better contribution to the efficiency of the organization.

Keywords: Nepotism, favouritism, political hiring, Political patronage, ethical, transparency, accountability

Introduction

Every organization is striving to have effective recruitment and selection practices to retain well-qualified, experienced, and skilled employees for a specific position, but then again in a competitive job market, applicants are struggling to find a suitable job for their career. (Santos et. al., 2020). Human Resources is responsible for maintaining a productive and harmonious work environment and supporting the organization’s overall goals by effectively managing its human capital. Thus, hiring the wrong candidate or failing to hire suitable candidates would result in low performance and workplace failure. (Santos et. al., 2020). While merit and qualifications are important, there are factors like personal connections and political alliances that affect the hiring and selection process of human resources. To protect public sector jobs from becoming instruments of political patronage, employment decisions must be governed by impartial, meritocratic hiring practices. But in many civil service systems, politicians retain broad discretion in personnel decisions. (Prem et.al., 2019). Discretion, this argument goes, allows politicians to hire and promote candidates whose competence and motivation are not easily measured in formal examinations. (Prem et.al., 2019). This political hiring process often reflects societal issues like biases, poor governance, corruption and diminishing public trust. The integrity and fairness of the hiring process are also affected. The key factors of employee performance are integrity, reliability, and honesty in discharging their job responsibilities. Therefore, it is vital to conduct a staffing process without any pressure or political influence (Santos et. al.,2020).

Nepotism in Political Hiring or Political Connections

Nepotism can be defined as favouritism towards relatives, usually in the form of offering them jobs. (Ragauskas et.al, 2020). In the public sector, it is considered a particularly toxic phenomenon as it goes against the public interest: citizens generally expect that public employees should deserve their jobs, hired according to merit-based criteria (Fisman and Golden 2017). Often, candidates with strong political ties or networks may receive preferential treatment during the hiring, process. These are situations where less qualified individuals are hired over more competent candidates simply due to their connections. For example, in a certain department in a government unit, they hire an applicant based on the discretion of the political individuals regardless of their qualifications. This can both affect the applicants and the organization. Applicants hired based on discretion may feel less valued and less committed to their roles. They may feel like they were not chosen for their skills and abilities, but rather for other reasons, which can lead to lower job satisfaction and a higher turnover rate. Also, when they are hired based on political connections, they may not have the same level of training and development opportunities as those who are seen as more "deserving." This can limit their career growth potential. For the organization, it could lower productivity. This can lead to a workforce that is not as skilled or competent as it could be., So, this will result to reduced efficiency and a decline in the overall performance of the organization.

Political Patronage Systems

Political patronage is the appointment or hiring of a person to a government post on the basis of partisan loyalty. Elected officials at the national, state, and local levels of government use such appointments to reward the people who help them win and maintain office. This practice led to the saying, “To the victor belong the spoils.” (Baracskay, 2009). The term was by New York Senator William L. Marcy, referring to the victory of Andrew Jackson in the election of 1828, with the term spoils meaning goods or benefits taken from the loser in a competition, election or military victory. The saying simply explains “The winner gets the rewards”. An example of this is when an individual shows loyalty during the campaign work, financial contributions, or other forms of assistance during elections to a political individual in return for favours like giving them a job or promoting them to a higher position. Basically, they are hired based on their loyalty not on merit and qualifications. This practice can result in inefficiency and corruption within governmental agencies as loyalty replaces competence.

The Importance of Transparency

Transparency lays the foundation for building trust between candidates and organizations. By openly sharing information about the company culture, values and expectations, companies create an environment of honesty and authenticity. This, in turn, instils confidence in candidates, fostering stronger employer-candidate relationships. (Sequeira, 2024). We often consider the behaviour of the job applicants and their honesty in presenting their credentials when conducting recruitment and selection processes. But transparency also applies to the organization or the employer. Employers have the responsibility to run a transparent hiring process for their potential applicants. A transparent recruiting process is characterized by clarity, integrity, and fairness from the hiring organization. Every applicant should be treated equally and fairly. A transparent hiring process also makes the applicant feel respected which in return it develops a positive employee relationship. This positivity will be carried into their work life. his increases the chances that they will become loyal workers significantly reducing employee turnover rates.

Conclusion

The hiring process and promotion of individuals need careful consideration to prevent ethical issues like nepotism, corruption, political connections and even poor governance. These issues can affect the public trust as well as the integrity of the organization. To prevent these issues, it is important to prioritize transparency and accountability in the hiring process and promotion. An organization known for being transparent will make a good reputation to the public. We can also ensure that the qualified individuals who are committed to serving the public should be hired based on merit, not on political influences. Thus, everything that an organization do affects its reputation. If you are viewed as a reliable and transparent employer/organization even in standard yet critical processes like recruitment and hiring process, it shows your capacity for reliability in the way you treat your employees, do business, and handle challenges.

References

Santos, A., Armano, A., Setiawan, M., Rofiq, A. (2020) Effect of recruitment, selection and culture of organizations on state personnel performance. Management Science Letters. DOI:10.5267/j.msl.2019.11.042

Prem, M.,Teso, E., Collonnellie, E.,(2019). The role of political connections in public employment dynamics.

Ragauskas R., Valeskaite, I.(2020). Nepotism, political competition and overemployment. https://doi.org/10.1080/2474736X.2020.1781542

Baracskay, D.(2009).Political Patronage. Free Speech Center. https://firstamendment.mtsu.edu/article/political-patronage/

Sequeira, C.(2024). why is transparency crucial in the recruitment process?.hi!re. https://www.hiire.me/post/the-power-of-transparency-in-the-recruitment-process

 

 

 

 

Tuesday, September 10, 2024

The Ethical Challenges of Temporary Employment: Philippines context.

 Jessa N. Magat and Janice C. Maligsay

Divine Word College of Laoag

Abstract

This paper explores the ethical considerations of temporary employment in the Philippines. This topic further contemplates an upward trend that has greatly influenced the country's labour or employment market. Based on recent studies, economic data and market statistics, multidimensional and versatile ethical challenges are catalyzed by temporary work arrangements and modality. This includes insecurity of employment, remuneration disparities, limited opportunity for benefits and professional development programs, as well as the potentiality for the risk of worker exploitation or unfair labour practice.

It also tackles the comprehensive impacts on society such as the effects on community and economic sustainability, communal solidarity, and workplace culture. By considering these matters, this research aims to impart ideas to the ongoing discourse on fair labour practices and models for a more equitable and sustained temporary employment framework.

Keywords: Temporary Workers, Employment, Job Security and Stability, Benefits and Protections of Workers, Career Development Opportunities, Workplace Culture and Employee Morale

Introduction

The Philippine labour market has practised a significant shift towards irregular forms of employment on temporary and contractual work arrangements. This is now common in the different sectors of the economy. Employees who are engaged in the temporary employment service are in the limelight of this transformation experiencing both the advantages and disadvantages. The ethical issues of temporary employment continue to be a growing concern in our community, not only for those who are closely involved in this industry but for the Filipino community as a whole.

Temporary employment imposes flexibility for both employers and their workers. It also creates significant ethical questions in our community. These concerns include the aforementioned job security, access to benefits, wage disparities, and the potential for exploitation. The Department of Labor and Employment (DOLE) reports that non-regular workers earn on average 20% less than their regular counterparts in similar positions (DOLE, 2023). Furthermore, this study suggests that only a small portion of temporary workers in the Philippines have access to social protection benefits such as SSS, PhilHealth, and Pag-IBIG, compared to regular employees.

The ethical implications extend beyond the individual workers affecting the communities in the Philippines. Areas with a high number of temporary employment often experience greater economic instability and reduced social harmony. Research from the Philippine Institute for Development Studies suggests that areas with above-average rates of non-regular employment show lower rates of household savings and reduced access to credit (PIDS, 2022).

This topic is particularly relevant as we are currently employed under a contract of service arrangement. Our personal experiences underscore the broader implications of temporary employment practices and highlight the urgency of addressing these ethical concerns.

Job Security and Stability

Job security is the assurance an employee has that they can continue working on their current job for the foreseeable future. It also means feeling safe from factors like layoffs, sudden changes in business performance or economic factors (Herrity, 2023)

One of the main issues with temporary work is job security and stability, especially when considering the labour market in the Philippines. The rise in non-traditional work arrangements or simply temporary employment has resulted in a dramatic change in the workplace, creating an impact on employees' general well-being and sense of security.

The lack of job security associated with temporary employment has considerable effects on temporary workers. Temporary employees often experience higher levels of job insecurity, which can lead to increased stress, anxiety, and reduced job satisfaction. In the Philippine context, this insecurity is intensified by the practice of "endo" (end-of-contract). ENDO-contracting/contractualization refers to the situation where a company hires workers on contracts instead of being hired as regular employees to increase profits (Fisher, 2023).

The challenges of job security in temporary employment require a complex approach. The Philippine government has attempted to regulate the use of temporary contracts through Department Order No. 174-17, which aims to protect workers' rights and limit abusive contracting practices (DOLE, 2017). However, enforcement of these policies remains a challenge, and many tend to argue that more comprehensive labour law reforms are necessary to fully address the issue of job insecurity in the temporary employment sector.

Benefits and Protections of Workers

Employers are also required to provide fair wages and benefits, safe and healthy working conditions, and access to social security and other benefits. Additionally, workers are protected against discrimination, harassment, and forced labour. (Workers’ Rights in the Philippines | HSS Philippines, n.d.)

The inequality in access to benefits and protections between temporary and permanent workers is equally a significant ethical concern. This inequality not only affects the immediate well-being of workers but also has long-term implications for their financial security and overall quality of life.

The Department of Labor and Employment (DOLE, 2023) reports that only 35% of temporary workers in the Philippines have access to social security benefits, compared to 92% of the employees with regular positions. This contrast extends to other crucial employee benefits such as health insurance, paid leave, and retirement plans. The lack of these protections leaves temporary workers vulnerable to financial instability and health risks, intensifying existing socioeconomic inequalities in the country.

This issue further requires a multi-stakeholder consideration. Initiatives of the Civil Service Commission (CSC), the Commission on Audit (COA), and the Department of Budget and Management (DBM) were amended in Joint Circular No.1, s. 2017 that existing qualified Contract of Service and Job Order workers shall be considered for appointment to the vacant positions of government agencies subject to existing civil service laws, rules, and regulations and CSC-approved Merit Selection Plans.

Wage Disparities in Temporary Employment

Wage disparities between temporary and permanent workers in the Philippines represent a significant ethical challenge in the labour market. These disparities do not only affect individual workers' livelihoods but also have broader implications for economic inequality and social mobility in the country.

According to the Philippine Statistics Authority (PSA, 2022), temporary workers earn about 22% less than their permanent counterparts, even when doing the same job. This gap is especially noticeable in industries like manufacturing, retail, and services, which rely heavily on temporary labour.

Cilenti (2023) states that discrimination happens when employees are paid differently for doing the same job or work of equal value, based on factors like gender, race, or age. There are different types of pay discrimination, including:

  • Wage discrimination: This occurs when employees are paid different wages for the same job or similar work. A common example is the gender pay gap.
  • Promotion discrimination: When employees are denied promotions or advancement opportunities based on discriminatory factors, leading to lower pay and fewer benefits.
  • Benefits discrimination: This happens when employees receive different benefits, like health insurance or retirement packages, due to discrimination

Wage disparities require a combination of policy reinforcement and modifications in corporate practices.

Career Development Opportunities

The limited access to career development opportunities for temporary workers in the Philippines presents a significant ethical challenge in the realm of employment as well. This disparity does not only affect individual career paths but also has broader implications for personnel development and economic competitiveness.

The reasons for this disparity are difficult to identify. Many employers are reluctant to invest in training development programs for their temporary workers due to turnover risks. However, this short-term approach often results in a less skilled workforce overall, impacting productivity and innovation (Lanzona, 2019). Moreover, the lack of career development opportunities can lead to decreased job satisfaction and motivation among temporary workers, further impairing workplace equality.

The long-term consequences of limited career development opportunities extend beyond individual workers. Orbeta (2020) argues that the underinvestment in temporary workers' skills contributes to a mismatch between labour market needs and workforce capabilities in the Philippines. This mismatch can hamper economic development and reduce the country's competitiveness in increasingly knowledge-based global markets.

Some progressive companies in the Philippines have begun implementing inclusive training programs that encompass both permanent and temporary workers. As a response, some agencies require their employees under temporary work arrangements to render service equivalent to the training period and expenses.

Additionally, government initiatives such as the Technical Education and Skills Development Authority (TESDA) aim to provide alternative pathways for skill development.

Potential for Exploitation in Temporary Employment

The precarious nature of temporary employment in the Philippines creates significant vulnerabilities for workers, increasing the potential for exploitation. This raises critical ethical concerns about worker rights, dignity, and fair labour practices.

According to the Department of Labor and Employment (DOLE, 2023), complaints about unfair labour practices among temporary workers increased by 28% over the past five years. Common issues include unpaid overtime, unsafe working conditions, and arbitrary dismissals. The practice of "endo" (end-of-contract), where workers are repeatedly hired on short-term contracts to avoid granting them regular status, is particularly problematic and has been a focus of recent policy debates.

The potential for exploitation is exacerbated by the power imbalances inherent in temporary employment relationships. A study by Serrano et al. (2021) found that 67% of temporary workers in the Philippines reported feeling unable to refuse excessive work hours or dangerous tasks due to fear of job loss. This vulnerability is particularly acute in sectors with high concentrations of temporary workers, such as manufacturing, construction, and domestic work.

The consequences of exploitation extend beyond individual workers to affect families and communities. Exploitative practices can lead to physical and mental health issues, financial instability, and reduced quality of life for workers and their dependents. Moreover, the normalization of exploitative practices in certain industries can create a "race to the bottom" in terms of labour standards, potentially undermining decent work conditions across the economy (Marasigan, 2020).

Effects on Workplace Culture and Employee Morale

The occurrence of temporary employment in the Philippines has significant implications for workplace culture and employee morale, raising ethical concerns about organizational cohesion, job satisfaction, and overall workplace well-being.

Integrating temporary workers into permanent teams often creates a "two-tier" workforce, potentially leading to tensions and reduced collaboration. Temporary workers may feel less invested in the organization's long-term success, while permanent employees might view their temporary colleagues as competition or threats to their job security. This dynamic can undermine teamwork, knowledge sharing, and overall productivity.

The impact on employee morale extends beyond the workplace. Temporary workers experiencing job insecurity and lower job satisfaction may carry these stresses into their personal lives, affecting their overall well-being and their families. This can create a cycle of reduced engagement and productivity.

Addressing these challenges requires thoughtful management practices and organizational policies. Some companies in the Philippines have implemented innovative approaches to bridge the gap between temporary and permanent workers. These include mentorship programs, inclusive team-building activities, and clear pathways for temporary workers to transition to permanent roles (Ofreneo & Serrano, 2021). Additionally, fostering a culture of transparency and open communication can help alleviate tensions and promote a more inclusive work environment.

Conclusion

The research of temporary employment in the Philippines reveals a complex landscape of ethical challenges that extend far beyond individual worker experiences to impact entire communities and the broader economy. The occurrence of job insecurity, wage disparities, limited access to benefits and career development opportunities, and the potential for exploitation underscores the urgent need for comprehensive reform in both company policy and practice. Our analysis highlights several key areas for action, including legislative reform to strengthen and enforce labour laws, encouraging corporate responsibility through the adoption of more ethical labour practices, expanding social protection and access to benefits for temporary workers, implementing broader initiatives for skills development, developing targeted programs to support affected communities, and fostering more inclusive organizational practices to improve workplace culture.

Addressing these challenges requires a multi-stakeholder approach involving government, businesses, labour organizations, and civil society. By working towards more equitable and sustainable models of temporary employment, the Philippines can balance the need for labour market flexibility with the ethical imperative to protect workers' rights and well-being. Future research should focus on evaluating the effectiveness of policy interventions, exploring innovative models of temporary employment that prioritize worker welfare, and examining the long-term socioeconomic impacts of temporary employment trends on Philippine society.

Ultimately, the ethical implications of temporary employment in the Philippines call for a reimagining of labour relations that places human dignity and sustainable development at its core. Only through such a paradigm shift can the country hope to create a more just and equitable labour market that benefits all stakeholders in the long term.

References:

Herrity, J. (2023, May 30). How to increase job security. Indeed Career Guide. https://www.indeed.com/career-advice/career-development/job-security

Department of Labor and Employment (DOLE). (2017). Department Order No. 174-17. Republic of the Philippines.

Fisher, O. (2023). Exposing ENDO: Labor abuse and exploitation on contractual workers in the Philippines. https://digitalcommons.salve.edu/cgi/viewcontent.cgi?article=1144&context=pell_theses

Health and Safety Solutions Philippines. (n.d.). Workers rights in the Philippines. https://hssphilippines.com/knowledge-base/workers-rights-in-the-philippines/

Department of Labor and Employment (DOLE). (2023). Annual labour market report. Republic of the Philippines.

Department of Budget and Management. (2017). Joint circular extends contracts of COS and job order workers. https://www.dbm.gov.ph/index.php/management-2/658-joint-circular-extends-contracts-of-cos-and-job-order-workers

Philippine Statistics Authority (PSA). (2022). Annual labour and employment statistics. Republic of the Philippines.

Lanzona, L. A. (2019). Human capital development and temporary employment in the Philippines. Philippine Review of Economics, 56(1), 103-126.

Maligalig, R., et al. (2021). Bridging the skills gap: Strategies for inclusive workforce development in the Philippines. Asian Development Bank.

Marasigan, M. L. (2020). The hidden costs of temporary work: A study of health and safety risks in Philippine manufacturing. ILO Asia-Pacific Working Paper Series.

Cilenti, T. (2023, March 22). Can you be paid differently for the same job? Cilenti & Cooper - Overtime Lawyers in NY. https://wagefirm.com/can-you-be-paid-differently-for-the-same-job/

Ofreneo, R. E., & Serrano, M. R. (2021). Strategies for inclusive workplaces in the Philippines: Bridging the temporary-permanent divide. In J. Cooke & K. Fang (Eds.), The Routledge Companion to Inclusive Work Practices in Asia Pacific Contexts (pp. 213-228). Routledge

 

 

Allies and Adversaries create Workplace Politics which Shape Organizational Culture

 Authors: Monette B. Dagupion and Laizel D. Sahagun

Divine Word College of Laoag

Abstract

Organizational Politics, also known as workplace or office politics, can be defined as competition for ideas and strategies that assist decision-making within any organizational structure. It identifies the effort one makes in the organization about one's self-interest and goal accomplishment. Organizational politics shape the organization's culture. This research seeks to establish the allies and the adversaries as the players in the politics of the organization and their effects on the organizational culture. Allies are supportive people who encourage others to have confidence in them and work towards developing a healthy organizational culture. Contrary to allies, adversaries are most likely to build competition or animosity, which may create tension between team members.

Keywords: Allies, Adversaries, Workplace Politics, Office Politics, Organizational Culture, Political Skill

Introduction

Politics is often described as dirty and downplayed by money, but its true essence is all about power, influence, and relationships. It is a radical composition everyone wants to have in life. We set our goals and pursue them; sometimes, we do not get what we wish; that is the life cycle. The bad thing about politics is how the greed of personal interests comes on the way. We often hear that politics does not have allies; they only have common interests.

Organizational or workplace politics is an inescapable aspect of anyone's professional life, which can profoundly impact the internal processes and the company's culture. In this complex system of politics at the workplace, the concepts of allies and adversaries are inevitable influential dynamics that define the organization's culture. Randolph (1985) argued that politics is not always bad; it is simply a tool that people can use for the good of the organization or for personal gain. Darrel Cabarrubias, a Certified Human Resource Professional (CHRP), expressed in an interview with Cosmopolitan Philippines that the discourse of Organizational Behavior affirms that politics in the workplace is a reality.   The research of Olorunleke (2015) suggests several factors that lead to workplace politics: high hierarchy, uncertain environment, ambiguity of goals, and others (Olorunleke, 2015).

Far from being a modern phenomenon, workplace politics is as old as work, a natural development of human interaction in structured environments. Abun (2022) states that political behaviour is part of human nature as a political animal. Djuric (1979) pointed out that our human behaviour is motivated by self-interest provides us with the capability of selfishness to reach our personal goals.

Associating politics within the workplace has its own good and bad side. If we allow only power and influence to secure a seat, chaos will be unleashed. Office politics may seem arrogant and unsatisfying, but it has its dynamics, whether upright or corrupt. The main concerns with workplace politics are how this scheme affects the organization and its employees and its benefits and drawbacks.

Learning more about organizational politics is essential as business environments become more competitive and dynamic. Business structures are not only a system of formal management positions and defined lines of authority but also feature subtle political dynamics that can considerably influence decisions and staff promotions. The research aims to explore such dynamics where allies at the workplace build trust and cooperation and help achieve organizational objectives. In contrast, due to conflicting self-interests, adversaries lead to division, rivalry, and toxic organizational culture.

The Concept of Workplace Politics

To support the author's claims, the Management Study Guide states, "Office politics arises when employees tend to misuse their power to gain undue attention and popularity at the workplace." Office politics increases conflicts and tensions and reduces individuals' productivity since they will play nasty to gain attention.

 

Politics in the workplace is an unavoidable part of workplace reality and, therefore, cannot be eliminated. Though it often leads to frustration and conflict, it can be an incredible tool for good when used correctly and with good intentions. Workplace politics cannot be viewed just as self-advancing or self-promoting, that is, enhancing the self at the expense of the rest; instead, it is about improving the appropriate functioning of the workplace. This paper has also found that these currents of influence will continue to grow as organizations and businesses change; therefore, mastering the art of flowing through these currents will be central to the effectiveness of professionals and organizations.

Today, questions arise as to what law is needed to mitigate such schemes in the private sector since the Philippine law mandated the Republic Act No. 6713, which states,  "an act establishing a code of conduct and ethical standards for public officials and employees, to uphold the time-honoured principle of public office being a public trust, granting incentives and rewards for exemplary service, enumerating prohibited acts and transactions and providing penalties for violations thereof and for other purposes."  Although it does not directly point to workplace politics, Section 4, Norms of Conduct, includes justness and sincerity, which are the main issues.

Allies in Workplace Politics

According to Merriam-Webster, an ally is associated with another as a helper, person, or group that helps and supports an ongoing effort, activity, or struggle with a political ally.

Haglund (2023) said, "Alliances arise from states' attempts to maintain a balance of power with each other." This concept concludes that to rise to the top, allies would be the first thing to find in the workplace. The shared common goals would be the stepping stone to success.

Analyzing organizational charts in the workplace can help one understand the informal network. This can be done by discreetly observing employees' interactions and relationships. Finally, one can interpret how influence flows between the parties and whether there are any interpersonal conflicts. One can try to establish one's social network by understanding how existing relationships are built. 

Characteristics of Alliee

Although Workplace Politics connotes adverse reactions, it is a critical skill for success in the work environment and does not have to involve power manipulations, trust issues, or hidden agendas. Mintzberg (1983) advocated political perspectives on organizations and suggested that individuals must possess political skills to be effective in political environments. 

Gerald R. Ferris's Political Skill Theory examines an individual's interpersonal skills. The theory impacts many areas of organizational behaviour, such as leadership, work productivity, career advancement, and coping with pressure. In particular, higher political skill is associated with an increased likelihood of implementing change, finding solutions to conflicts, and encouraging subordinates. 

Based on research, Yeung (2023) defines political skill as "the ability to understand stakeholders effectively and to use such knowledge to influence them and secure resources to achieve organizational and personal goals." We can notice in his article that he did not mention unfairness in politics, as political behaviour can be mutually beneficial. For example, political skills can be used in power networking since spending time at work and developing stronger professional connections with others can significantly attract investors.

How Alliances Are Formed and Maintained

Alliances serve as vital lifelines for professional success and organizational effectiveness. One of the essential facts about these strategic partnerships is that they do not just happen. They are planned and developed over time. Building workplace alliances starts by identifying common ground or finding that one employee has similar abilities. People recognize those who provide backup to their suggestions, have comparable approaches toward work, or have strengths that cover the weaknesses of the former. 

To build one’s social network, one should be friendly with everyone and avoid unnecessary conflicts, but one should not align oneself too closely with one group and another.

After understanding the flow of influence and relationships in the workplace, the next step is to build connections. One can start by looking beyond the immediate team, getting to know influential people, and creating a high-quality connection. 

Positive Impacts of Allies on Organizational Culture

The famous saying 'the enemy of my enemy is my friend' is part of Austrian Psychologist Fritz Heider's social balance theory, introduced in the 1940s. It summarizes a realistic approach to alliances and relationships, particularly in challenging or competitive environments.

This approach fosters tolerance and flexibility when communicating with people. It reminds us that loyalty and allegiance may not always be permanent and that circumstances can create opportunities for new and beneficial connections. This becomes especially useful where flexibility is critical to success in any organization, especially in fluctuating environments.

When corporations maintain good relations, the working environment improves and is enhanced. Workplace support makes the employees feel a sense of belonging and, as such, are happier with their jobs. These conditions can spread good morale in the employer's camp, and everyone stands to gain. It focuses on a more positive work environment and decreases burnout, increasing employees' overall health.

Most alliances can be classified as unofficial manager-trainee relationships that play a role in building an organization's leadership inventory. Since allies work together to empower each other in career enhancement, they encourage lifelong learning. This may result in a more effective pool of leadership and a better organizational culture for talent development.

Thus, the role of allies in creating a positive organizational culture is multi-faceted and can be considered quite influential. These alliances can effectively support the change of culture for collaboration, willingness to share best practices and innovations, as well as employees' satisfaction and the organization's adaptability. However, there is a need to ensure that these alliances are built and managed ethically and, more to the point, complement the organizational culture and objectives. Thus, a well-developed culture of positive alliances can become an essential competitive advantage that will allow for the effective management of an organization's success in the context of the growing complexity of modern business environments.

Characteristics of Adversaries in Workplace Politics

Adversaries are people or organizations that have an opposing relationship with others as much as they have different self-interests and objectives. Such persons can be given to acts of rivalry, deceitfulness, or undermining nature at certain times. Hence, it is widely understood that adversaries can exert a substantial negative impact on the organizational culture; however, their impacts can equally be a catalyst of positive change or improvement. Adversaries in workplace politics can hinder teamwork and cooperation, ultimately affecting the overall productivity and effectiveness of the organization (Mintzberg, 2019).

Adversaries are typically not open to change or collaboration because they are focused on their colleagues as competitors. This adversarial mindset can create a toxic culture where conflict is common and mutual respect is diminished (Mintzberg, 2019). Studies show that adversaries are often found in highly competitive environments where resources are limited, and success is seen as a zero-sum game, leading to a culture of distrust and fear (Buchanan & Badham, 2008).

The Formation of Adversarial Relationships

Adversarial relationships in the workplace form primarily due to conflicting interests, power struggles, or personal grievances. According to Buchanan and Badham (2008), such relationships often emerge in environments where roles are ambiguous, competition for scarce resources, and a lack of transparent communication. This is the case when people feel threatened in a particular environment, and there are people out there who may threaten their leadership or authoritative positions.

As Chisanga (2024) stated in his research, another fundamental cause of organizational politics is ambiguity and uncertainty regarding the organization’s goals, roles, or decision-making processes. Adversarial relationships can be further influenced by ineffective leadership, lack of clear organizational objectives, and organizational culture that encourages competition rather than cooperation. When adversaries have negative attitudes towards others, they think of such people as competitors in their quest for a promotion, thus exhibiting negative behaviours like gossiping, undermining, or sabotaging the targeted individual. In addition, it is crucial to note that adversarial processes may manifest even more during organizational changes or when the conditions are unclear.

Negative Impacts of Adversaries on Organizational Culture

Adversaries can have significant negative impacts on organizational culture. Their actions may result in conflict within the company because of poor communication and distrust among employees, which can reduce collaboration because, according to Khan (2023), collaboration and communication go hand in hand. If employees communicate effectively, collaboration is likely to improve as well.  Likewise, cultures distinguished by a lack of trust will probably not encourage knowledge transfer from the individual to the group or the organization (Bishop et al., 2006), affecting the overall organizational culture.

Adversarial behaviours can cultivate an unhealthy working environment where employees can be uncomfortable expressing themselves or working together. An unhealthy or toxic work environment can lead to stress, conflict, and decreased morale (Chisanga, 2024). Research by Mintzberg (2019) emphasizes that adversarial politics can slow decision-making processes as individuals focus more on personal power struggles than collective goals. Under such conditions, organizational learning and innovation are eroded because employees become reluctant to step out of their comfort zones to share crucial information for fear of receiving an attack from their adversaries.

People involved in organizational politics are associated with negative traits such as deceitfulness, suspicion, rivalry, and self-interest. That can damage the organization's culture and erode trust, cooperation, and effectiveness of strategies and processes. However, understanding adversaries' behaviour enables an organization to implement measures that may nullify such influences. By encouraging openness, welcoming both verbal and non-verbal communication, and promoting teamwork, leaders can effectively manage the actions of adversaries and create a better work environment for everyone involved.

Conclusion

Workplace politics refers to the behaviours exhibited in organizations and affect the relationships between employees as well as the culture of the organization. Politics is usually seen in a negative light as it is linked to power battles and selfish gains. Still, it can equally act as a form of positive transformation, cooperation, and development when practiced with integrity and accountability. This paper analyzed the roles of both allies and adversaries in the context of workplace politics and underscored the essential significance of these roles within an organizational culture.

Allies, as defined by trust, cooperation, and mutual support, assist in creating a positive work culture that emphasizes collaboration, teamwork, and innovation to meet organizational objectives. This way, employees promote a healthy and positive workplace environment where problem-solving is based on good communication and achievements are celebrated.

However, adversaries have opposing self-interests, a sense of competition, and power battles that lead to a toxic workplace. These behaviours lead to manipulation, dishonesty, and rivalry, which leads to a lack of trust, hatred, and collaboration. These adversarial relationships can even harm work in organizations, as they slow decision-making and limit the creativity of new concepts.

It is crucial to know how allies and adversaries affect the workplace environment. Leaders should encourage clear communication and ethical practices to counterproductive behaviours of politically motivated employees by prioritizing the organization’s welfare. Recognizing workplace politics and its positive and negative effects can help create an environment conducive to employee growth and organizational success.

I.             References

Adams, G. L., Ammeter, A. P., Treadway, D. C., Ferris, G. R., Hochwarter, W. A., & Kolodinsky, R. W. (2002). Perceptions of organizational politics: Additional thoughts, reactions, and multi-level issues. In F. J. Yammarino & F. Dansereau (Eds.), The many faces of multi-level issues (Research in Multi-Level Issues, Vol. 1) (pp. 287-294). Emerald Group Publishing Limited. https://doi.org/10.1016/S1475-9144(02)01037-8

Block, P. (1988). The empowered manager: Positive political skills at work. Jossey-Bass.

Boswell, C. (2020). What is politics? The British Academy. https://www.thebritishacademy.ac.uk/blog/what-is-politics/

Buchanan, D., & Badham, R. (2008). Power, politics, and organizational change: Winning the turf game. SAGE Publications.

Cacciattolo, K. (2015). Organizational politics: The positive and negative sides. European Scientific Journal, 11(1).

Chisanga, A. (2024). Organizational politics. ResearchGate. https://www.researchgate.net/publication/378858410_Organizational_politics

Ferris, G. R., Fedor, D. B., & King, T. R. (1994). A political conceptualization of managerial behavior. Human Resource Management Review, 4(1), 1-34.

Ferris, G. R., Treadway, D., Perrewé, P., Brouer, R., Douglas, C., & Lux, S. (2007). Political skill in organizations. Journal of Management, 33(3), 290-320. https://doi.org/10.1177/0149206307300813

Haglund, D. G. (2023). Alliance. Encyclopedia Britannica. https://www.britannica.com/topic/alliance-politics

Khan, H. (2023). Lack of communication in the workplace: Cause and effects. Simpplr. https://www.simpplr.com/blog/2021/causes-effects-poor-communication-workplace/

Management Study Guide. (n.d.). Workplace politics - Meaning and reasons for office politics. Management Study Guide. https://www.managementstudyguide.com/workplace-politics.htm

Mintzberg, H. (1983). Power in and around organizations. Prentice Hall.

Mintzberg, H. (2019). Mintzberg on management: Inside our strange world of organizations. Simon and Schuster.

Olorunleke, G. (2015). Effect of organizational politics on organizational goals and objectives. International Journal of Academic Research in Economics and Management Sciences, 4(3). https://doi.org/10.6007/IJAREMS/v4-i3/1877

Postma, N. (2021). You can’t sit it out office politics. Harvard Business Review. https://hbr.org/2021/07/you-cant-sit-out-office-politics

Yap, A. (2020). To navigate office politics, map out your friends and foes. INSEAD Knowledge. https://knowledge.insead.edu/career/navigate-office-politics-map-out-your-friends-and-foes

Yeung, R. (2023). The benefits of office politics. AB Magazine. https://abmagazine.accaglobal.com/global/articles/2023/jan/careers/the-benefits-of-office-politics.html

 

 

 

 

Monday, September 9, 2024

Ethical Implications of Close-Knit Relationships in the Workplace

 Nathaniel W. Gapatan and Christian Mark S. Doronio

Divine Word College of Laoag, Graduate School of Business

September 2024

Abstract

This paper explores the dual impact of workplace friendships on organizational ethics and effectiveness. On one hand, positive interpersonal relationships can enhance job satisfaction, teamwork, and communication, fostering a supportive and collaborative work environment. On the other hand, these friendships can blur professional boundaries, leading to favouritism, biased decision-making, and compromised integrity. The Social Identity Theory is used to explain how close-knit relationships can both support team cohesion and introduce risks of bias. The paper also highlights the challenges of nepotism and favouritism in hiring and promotion practices, particularly in government settings. Effective mitigation strategies include implementing clear codes of conduct, ensuring consistent enforcement, and fostering a culture of accountability. In the context of government institutions in the Philippines, adherence to ethical standards and the role of opposition in maintaining transparency are emphasized. The article concludes that while workplace friendships have significant benefits, they must be managed carefully to prevent ethical lapses and maintain organizational fairness.

Keywords: Ethics, Human Resources, Social Identity Theory, Workplace Relationships

Introduction

In any organization, how employees interact with each other has a big impact on its overall ethical environment. These interactions are the foundation upon which the organization’s culture is built, influencing everything from decision-making processes to the daily conduct of its members. When employees form friendships at work, it can create a positive atmosphere where collaboration and teamwork thrive. These bonds often lead to increased job satisfaction, better communication, and a sense of belonging that motivates employees to perform at their best. However, while workplace friendships can be beneficial, they also carry inherent risks if they become too dominant or influential within the organization. When friendships begin to take precedence over professional responsibilities, the lines between personal and professional boundaries can blur.

It is not uncommon for employees within an organization to develop close-knit relationships. In a 2012 study conducted by Jobsite, an online job search website, 70% of a thousand respondents said that having friends at work is the most crucial element to a happy working life. In the same study, it was found that two-thirds of the respondents would turn down a job offer with a higher salary to stay working with the people they liked and respected. This means that more than the salary or a pay rise, the greatest driving factor for workplace happiness is whether employees have a good working relationship among themselves or not.

In the Philippines, the dynamics among colleagues are deeply influenced by cultural traditions. When seeking advice from our elders about proper behaviour in the workplace, they often emphasize the importance of "pakikisama." This concept, which is deeply ingrained in Filipino culture, highlights the value of harmonious relationships and cooperation with others.

Social identity theory and the impact of close-knit workplace relationships

According to organizational behaviour theory, particularly the Social Identity Theory (Tajfel and Turner, 1979), people naturally form groups with those they share similarities with, which can lead to close-knit friendships within the workplace. Such relationships lead to a dynamic team of employees with stronger teamwork, high morale and a solid support system.

While these bonds can foster a supportive environment, they also carry the potential to result in biased decision-making. When managers form close personal relationships with their colleagues, loyalty to friends may overshadow the need for impartiality, leading to decisions that prioritize personal connections over merit. This bias can make it difficult for managers to provide honest feedback, as they might hesitate to criticize or address performance issues for fear of damaging the relationship. Additionally, enforcing necessary disciplinary actions can become even more challenging, as managers may avoid holding friends accountable, thereby compromising the integrity of their leadership. Over time, this favouritism can erode trust within the team, as employees may begin to perceive unfair treatment or unequal opportunities. Ultimately, this undermines the fairness and transparency that are essential to cultivating a healthy organizational culture, where decisions are made based on performance, and accountability is upheld without personal biases influencing outcomes.

In the workplace, much like nepotism, close friendships can lead to favouritism, where promotions or desirable work assignments are awarded based on personal relationships rather than merit (Perry, 2023). This dynamic often leaves high-performing employees feeling overlooked and unsupported, especially when they see those with family ties or strong connections to management being unfairly favoured. When a work environment becomes unsupportive in this way, it sets a precedent where hard work is not rewarded, undermining motivation. As a result, employee morale can decline, particularly among top performers, who may develop feelings of resentment and mistrust towards management due to perceived inequities in how opportunities are distributed. This, in turn, can significantly impact overall productivity and workplace harmony, as the unfair treatment erodes both team cohesion and the desire to excel.

When strong friendships dominate the workplace and there is little to no opposition to challenging ideas or behaviours, it creates an environment where personal and professional boundaries become blurred. This blurring of lines can severely weaken accountability, as individuals may prioritize their personal loyalties over the organization’s best interests. For instance, friends might be more inclined to cover for each other's mistakes or turn a blind eye to unethical behavior, fearing that addressing such issues could harm their relationships. In doing so, they inadvertently compromise the integrity and ethical standards of the organization. This fosters an atmosphere ripe for "groupthink," a phenomenon in which the desire for harmony and consensus overrides critical thinking and independent judgment (Kenton, 2024). As a result, important concerns may go unvoiced, and decisions may be made without thoroughly considering potential risks or alternative viewpoints. Over time, this can lead to a pattern of poor decision-making, inefficiencies, and even larger organizational failures, as the lack of accountability stifles innovation and critical reflection.

In worst-case scenarios, these unethical practices by management drive top-performing employees to seek employment elsewhere, leading to their departure from the organization (Perry, 2023). When someone leaves, their workload is distributed among the remaining staff, without the benefit of additional hires. This is because applicants are selected based on their connections with management rather than their qualifications. This issue is especially apparent in some government agencies, where employees are overworked and underpaid, often performing tasks meant for multiple people. The problem of staff turnover is worsened by selective hiring practices and background checks that focus on an applicant's political affiliations, aimed at expanding a politician’s influence. This delays the addition of new personnel. As a result of this toxic environment, overburdened government workers are often unfairly stereotyped by the public as slow, irritable, and unhelpful. Unfortunately, the blame is placed on the employees, who need support, rather than on the management, who failed to provide it.

 Ethical Implications of Close-knit Workplace Relationships

While workplace friendships have the potential to boost job satisfaction and enhance collaboration among employees, they can also introduce ethical challenges, such as favoritism, conflicts of interest, or bias in decision-making. To mitigate these risks, organizations must recognize the potential pitfalls and implement well-defined policies that promote fairness, transparency, and professional conduct. By doing so, they can foster a positive work environment while maintaining accountability and equity across the team.

In most cases, organizations create their own Professional Code of Conduct to clearly define the expected behaviours and ethical standards for their employees. This document typically serves as a foundation for maintaining professionalism within the company and helps guide employees on how to act in various situations. It usually includes important elements such as the company’s mission and values, ethical standards, acceptable workplace behaviour, and the disciplinary procedures that will be followed if these rules are violated. Additionally, it outlines the specific roles and responsibilities employees have in maintaining a respectful, lawful, and productive work environment.

However, merely having a written code of conduct does not guarantee that employees will always behave as expected. While it provides a framework, the document itself cannot enforce the rules. Effective enforcement requires active involvement from management, continuous training, and a positive organizational culture that emphasizes integrity and accountability. Without proper leadership, follow-through, and mechanisms for addressing misconduct, a code of conduct can easily become a formality that employees may overlook or ignore. This shows that simply having rules on paper is not enough; fostering an environment that actively upholds those standards is key to ensuring proper behaviour in the workplace.

In the context of government agencies in the Philippines, workplace concerns involving government employees are governed by the Civil Service Commission (CSC). Under Executive Order No. 292, the CSC is tasked with formulating policies, standards, and guidelines to ensure the effective management of personnel in the civil service. It also implements programs aimed at promoting cost-efficient and productive workforce administration within government institutions.

Moreover, government employees must adhere to the provisions of Republic Act No. 6713, also known as the "Code of Conduct and Ethical Standards for Public Officials and Employees." This law reinforces the principle that public office is a public trust. It sets ethical guidelines and standards for government workers, specifies prohibited activities and transactions, and offers incentives for exemplary service. Violations of this law can result in penalties, underscoring the importance of integrity and accountability in the public sector.

Despite the existence of laws and regulations, we continue to hear about the misconduct of government employees. This may be due to the government's leniency in enforcing these rules. Additionally, it seems that individuals who engage in unethical behavior are often the ones who receive benefits or rewards, while those who adhere to the regulations are marginalized or, in some cases, excluded from certain circles. This creates an environment where misconduct is overlooked or even incentivized, while integrity is punished. In such an environment, the value of opposition becomes even more critical.

When misconduct and corruption are normalized or rewarded, it is often the voices of opposition that call attention to these injustices. Opposition serves as a vital check on the system, challenging unethical practices and pushing for accountability. It ensures that those in power do not operate without scrutiny and that the integrity of institutions is maintained (World Bank Institute, 2005). Without opposition, the culture of rewarding wrongdoing and punishing integrity could become entrenched, leading to a deeper erosion of public trust in government institutions. The role of dissenters, whistleblowers, and critics is crucial in holding those in power accountable and advocating for the proper enforcement of laws and regulations.

The importance of having an opposition is clearly illustrated by the current composition of the Philippine Senate. Ana Theresia “Risa” Hontiveros, a prominent advocate for women's rights, gender equality, and anti-corruption, stands out as a key opposition figure. Serving her second term since 2022, she was the only opposition candidate to win a Senate seat in the 19th Congress, securing 11th place among the 12 elected senators (Rappler, n.d.).

In contrast to many of her colleagues who often remain silent to maintain their political alliances, Hontiveros frequently takes progressive positions that clash with the more conservative, law-and-order approach of Vice President Sara Duterte, who also leads the Department of Education. A notable instance of this conflict arose when Hontiveros questioned the budget allocations for the Office of the Vice President (OVP) and the Department of Education, raising issues about transparency and the controversial confidential funds granted to the OVP.

Hontiveros' actions have highlighted potential issues regarding the misuse or overreach of public resources, drawing attention to these concerns that might otherwise be overlooked if all senators aligned themselves with the administration. Her role as an opposition figure is crucial in ensuring that government spending and resource management remain accountable and transparent.

The political system in the Philippines relies on a robust process of open debate, where various ideas are presented, challenged, and either embraced or dismissed by the majority. This dynamic exchange helps surface the most effective solutions and policies. However, when there is no competition for power, it creates a detrimental situation for all parties involved. In the absence of political competition, citizens may feel that their perspectives are ignored, leading to disengagement from the political process. This disengagement can be extremely harmful to the health of a democracy, as it undermines the essential principle of active citizen participation.

Conclusion

The interplay between workplace friendships and organizational ethics presents a complex landscape. On one hand, strong interpersonal bonds among employees can enhance job satisfaction, foster collaboration, and build a supportive work environment. However, these relationships also carry significant risks, such as favouritism, biased decision-making, and blurred professional boundaries, which can undermine organizational fairness and integrity.

The Social Identity Theory illustrates how natural group formations can enhance team cohesion but also lead to potential conflicts of interest. When personal relationships overshadow professional responsibilities, issues like favouritism and unethical behaviour can arise, impacting employee morale and overall productivity. This is particularly evident in settings where nepotism and connections influence hiring and promotion decisions, leading to dissatisfaction among top performers and a decline in organizational effectiveness. 

In response to these challenges, organizations must establish clear codes of conduct and enforce ethical standards rigorously. While such frameworks provide necessary guidance, their effectiveness hinges on consistent management involvement and a culture that prioritizes accountability. In the context of government agencies, adherence to regulations and the presence of strong opposition voices are vital for maintaining transparency and preventing corruption.

Ultimately, balancing the benefits of workplace friendships with the need for ethical conduct requires ongoing vigilance and proactive measures. By fostering an environment where fairness and integrity are upheld, organizations can harness the positive aspects of interpersonal relationships while mitigating potential drawbacks, thus ensuring a healthy and productive work culture.

References:

Executive Order No. 292, s. 1987. Instituting the “Administrative Code of 1987”. Retrieved from: https://www.officialgazette.gov.ph/1987/07/25/executive-order-no-292-s-1987/

 

Fairchild, C. (2012, October 17). Workplace happiness survey finds friends are more important than salary. Huffpost. https://www.huffpost.com/entry/workplace-happiness-friends-over-salary_n_1971110

Kenton, W. (2024, June 12). What is groupthink? Definition, characteristics, and causes. Investopedia. https://www.investopedia.com/terms/g/groupthink.asp#:~:text=Groupthink%20is%20a%20phenomenon%20that,of%20a%20group%20of%20people.

 

McLeod, S. (2023). Social identity theory in psychology. SimplyPSychology. https://www.simplypsychology.org/social-identity-theory.html

 

Perry, E. (2023, March 14). 10 ways to detect favouritism in the workplace. BetterUp. https://www.betterup.com/blog/favoritism-in-workplace

 

Rappler. (n.d.). Risa Hontiveros. Rappler.com. https://www.rappler.com/people/n76471186-risa-hontiveros/

 

Republic Act No. 6713. An act establishing a code of conduct and ethical standards for public officials and employees, to uphold the time-honoured principle of public office being a public trust, granting incentives and rewards for exemplary service, enumerating prohibited acts and transactions and providing penalties for violations thereof and for other purposes. Retrieved from: https://www.ombudsman.gov.ph/docs/republicacts/Republic_Act_No_6713.pdf

 

World Bank Institute. (2005). Parliamentary staff training for commonwealth countries. Agora. https://www.agora-parl.org/sites/default/files/agora-documents/WBI%20-%20The%20Role%20of%20the%20Opposition%20-%20EN%20-%20PI.pdf

 

 

Building a fair Hiring process: Overcoming political challenges

  BLESSIE JANE PAZ B. ANTONIO JANICE D. RASAY Divine Word College of Laoag, Ilocos Norte, Philippines Abstract The hiring process and pr...