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ABSTRACT: The purpose of this study is to investigate the potential relationship between nepotism,
empowerment and organisational justice within the context of hospitality organisations. The research was
carried out on 232 employees working at some 5 star hospitality organisations operating in Marmaris, which is
a county of Mula Province in Turkey. The data were collected through questionnaire technique. The
questionnaire used in the study consists of four sections; demographic information, nepotism, employee
empowerment and perception regarding organisational justice. In the study, correlation and regression
analyses were conducted to find out the relationship between nepotism, employee empowerment and perceptions
regarding organisational justice as well as some descriptive statistics aiming to reveal characteristics of the
organisations where the participants were employed. Correlation analysis revealed a weak and negative
relationship between nepotism and organisational justice. According to the regression analysis, nepotism was
found to have a moderating role solely on meaning-competence dimensions when the relationships between
dimensions of empowerment and organisational justice were considered.
Keywords: Nepotism, Employee Empowerment, Organisational Justice, Hospitality Organisations
I.
INTRODUCTION
With the increase in the competition conditions of modern age, organisations have started to look for
better ways of gaining advantage over their competitors in their sectors. Some organisations believe that
equipping themselves with advanced technology, developing alternative and innovative marketing strategies and
providing better customer relations will make them more powerful and advantageous in the sector. With this
regard, human resource management has become a significant issue for every organisation especially for those
operating in the service sector. This is also true for hospitality organisations in tourism sector which is known to
be a service-centred sector because employees delivering services at these organisations have key significance
for their organisations and possess some unique skills that are hard for their competitors to imitate and which
make their organisations more advantageous over their competitors (Talbott, 2006) [1].
One of the most commonly used ways of human resource management techniques at hospitality
organisations is empowering employees, which is also known as participative management (Amir and Amen,
2014) [2]. The term of employee empowerment which is defined as delegating employees with more power and
responsibilities has become one of the most significant tools for competition. With the help of employee
empowerment, employees feel more motivated towards their businesses, and raise more awareness about their
contributions to their organisations believing that their contributions result in valuable consequences. Therefore,
they display better performance in realization of organisational goals. Especially those employees who are in
close contacts with customers can easily ensure client satisfaction as they are empowered with relevant
authorities and facilities to find immediate solutions to the problems which may potentially arise in service
delivery.
Another matter of fact often encountered at workplaces is nepotism. Nepotism is defined as
employment of relatives within an organisation without considering if they are qualified enough to be able to
fulfil the tasks assigned (Bierman and Fisher, 1984) [3]. This is most often encountered in employee
empowerment, and it demotivates employees and reduces their sense of equity regarding their organisations.
Therefore, the managers who empower their employees need to be very careful with nepotism not to cause any
sense of organisational injustice in the minds of employees.
According to Moorman (1991) [4], organisational justice is closely related to treating employees fairly
not to influence their attitudes and behaviours negatively within the organisation (Sezgin, 2009) [5].
Organisational justice is perceptions of employees regarding how fair their efforts are treated and valued and
how fair their organisation is in giving value for employees efforts. With this regard, organisational justice can
be defined, with a simple term, as employees perceptions regarding justice in managerial activities within an
organisation (Baar, 2011) [6]. The idea that employee empowerment and nepotism may lead to some negative
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II.
CONCEPTUAL FRAMEWORK
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Nepotism is good for small family-owned organisations because it is an efficient way of identifying
dedicated employees for organisations.
Allowing nepotism in a workplace makes it possible for all employees to be effective contributors to their
organisations. Thus a large pool of potential employees is not simply missed out just because of their blood
or marriage relationships.
Nepotism tends to encourage positive family-oriented environments which offer morale and job satisfaction
for all employees, relatives and those who are not relatives.
Nepotism provides a type of balance of sustained entrepreneurialism when there is a need for corporate
takeovers.
Nepotism provides a new type of infrastructure at an organisation where those with no family connections
can rally.
Nepotism creates a family competition which guarantees some benefits of the company.
Nepotism keeps difficult younger generations off the streets.
Nepotism keeps companies alive. If young generations are given chances to succeed in their tasks, they will
develop a sense of ownership for their companies.
Bellow (2003)[41], in his work named In Praise in Nepotism, states that nepotism practices have
significant contributions to organisational success and goes on to suggest that accusing of nepotism for
organisational failure is not a logical approach. The author defends that nepotism is a commonly encountered
issue in some fields such as manufacturing industry, security agencies and fire departments. As working with
relatives and acquaintances is considered to be safe and assuring for those at managerial positions, being
nepotist in the transfer of managerial authorities to second and third generations can be reacted
normally(Karacaolu and Yrk, 2012) [42].
Although nepotism gives harm to organisational relationships and lead employees to failure in fulfilling
their job-related tasks (Ichniowski, 1988 [34]; Abdalla et.al., 1998)[35] and it makes employees dissatisfied
with their jobs (Arasl et.al., 2006)[36], the issue of nepotism is not adequately dealt with scientifically in the
literature (Padgett and Morris, 2005)[37].
III.
When relevant literature was examined; it was seen that the relationships between employee
empowerment, nepotism and organisational justice were separately investigated in many studies, but no study
has investigated these three terms in one single study. It was seen that the number of studies regarding nepotism
and organisational justice in the literature was very limited and especially the studies focusing on nepotism were
found to be mostly on family owned organisations (yiilerolu, 2006 [43]; Asunakutlu and Avc, 2010[44];
Bte and Tekarslan, 2010 [45]; Kele et. al., 2011 [47]; Karacaolu and Yrk, 2012)[42]. In addition, there has
not been any study investigating the relationship between employee empowerment, nepotism and organisational
justice within the context of employees employed in hospitality industry. Therefore, this study is considered to
fill in a significant gap regarding the issues stated above
As mentioned before, the purpose of the study is to investigate the relationship between employee
empowerment, nepotism and organisational justice within the context of some employees in hospitality
organisations. Various hypotheses have been developed with this regard.
Yrr and Demir (2011) [48] carriedout a study to examine the relationship between employee
empowerment and organisational justice. The first finding of this study is that psychological empowerment
affects the perception of distributive justice both directly and indirectly through the mediating effect of
procedural justice. This finding supports what Equity Theory claims and Procedural Justice Theory which
claims that fair gains can be obtained only through fair procedures (Thibaut and Walker, 1978) [49]. When the
findings regarding the sub-dimensions of psychological empowerment were considered, it was found that the
impact-self-determination sub-dimensions have more effects on the perception of distributive justice than
meaning-competence sub-dimensions did.
Mistreatments in decision making processes within organisations or unfair treatments in social
interactions cause employees to believe that their organisations are not treating them fairly and equally.
Nepotism is suggested to be one of the factors leading to such perceptions. In a study carried out on some
employees who were favoured in their recruitment procedures, it was found that nepotism was perceived more
unfairly compared to fair recruitment procedures and the favoured employees left more negative impression on
other employees (Padgett and Morris, 2005)[37]. The researches carried out in the field suggest that nepotism
based on kindredship in job recruitments violate some procedural justice principles such as consistency, being
free from prejudice and prioritizing competency. The researches carried out on some family-owned
organisations reveal that nepotism was found to be negatively correlated with procedural, distributive and
interactional justice (Mulder, 2008) [50].
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IV.
METHOD
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V.
To find out the relationship between organisational justice (OJ) and meaning and competence (MC),
impact (IM) and self-determination (SD) and to find out if nepotism (NP) had a moderating impact on these
relationships, relevant analysis were conducted regarding the research model created using the data from the
employees operating in Tourism sector. Hypotheses and Research Model is given in Fig. 1.
Figure 1: Research Model
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Age
Marital
Status
f
147
85
232
%
63.4
36.6
100
16-25
26-35
36-45
46-55
56+
Total
104
60
45
21
2
232
44,8
25,9
19,4
9,1
0,9
100
Married
Single
Total
95
137
232
40,9
59,1
100
Specifications
Primary School
Secondary School
High School
Vocational High School
Undergraduate
Total
1-5
6-10
11-15
21 and above
Total
Yes
No
Total
Education
Service
period
Tourism
education
f
59
49
77
23
24
232
158
56
14
4
232
150
82
232
%
25,4
21,1
33,2
9,9
10,3
100
68,1
24,1
6,0
1,8
100
64,6
35,4
100
When demographic features of the participants were examined, as can be seen in Table I, majority of
them consisted of male (63,4%), and the percentage of female was 36.6%. 59.1% of the participants was found
to be single, but the percentage of married ones was 40,9%. When the ages of participants were examined,
those aged between 16 and 25 were found to be 44.8%, which was the majority in the study. Then those aged
between 26 and 35 was found to be 26%. When the participants educational backgrounds were examined, the
graduates of high school were found to be 33,2%, then the graduates of primary school came by 25.4%. The
percentage of those with an undergraduate degree was found to be 10,3% whereas the percentage of those with
foundation degrees was found to be 9.9%. When participants service periods in their organisations were
examined, those who have worked between 1 and 5 came the first, then those with 6-10 year-service period
came the second. About 65% of the participants stated that they had tourism education.
5-1 Descriptive Statistics
The average values and standard deviations of all the variables are given in Table II
Table II: Descriptive Statistics Regarding Variables.
Variable
Meaning and Competence
Impact
Self-determination
Organisational Justice
Nepotism
Total
232
232
232
232
232
Average
4,23
3,18
3,64
3,66
3,06
Standard Deviation
1,20
1,94
1,35
1,12
1,01
As seen in Table II, the score averages of the dimensions of organisational justice (average = 3,66; ss. =
1,12), meaning and competence (average= 4,23; ss.=1,20), impact (average = 3,18; ss. = 1,94), selfdetermination (average = 3,64; ss. = 1,35), nepotism (average= 3,06; ss. = 1,01) are above the midpoint. This
reveals that the perception levels of the participants regarding the items of employee empowerment,
organisational justice and nepotism are above the average
5-2 Correlation among Variables
Pearson correlation coefficients were calculated in the study to reveal the relationships between
dependent and independent variables. The results of correlation analysis are given in Table III.
Table III: Correlation Scores among the Variables.
MC
IM
SD
OJ
NP
Average
4,23
3,18
3,64
3,66
3,06
St.Dev.
1,20
1,94
1,35
1,12
1,01
MC
1
,170**
,505**
,418**
,126*
IM
,170**
1
,405**
,113
,233**
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SD
,505**
,405**
1
,307**
,190*
OJ
, 418**
,113
,307**
1
-,108*
NP
,126*
,233**
,190*
-,108*
1
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Non-standardized B
Std. Error
Invariant
NP
3,66
0,04
0,07
0,07
51,92
0,59
0,00**
0,54
SD
NP*SD
0,24
-0,01
0,05
0,06
4,41
-0,19
0,00**
0,84
R 2= 0,3571
F= 60,4321
P=0,001
Model
Non-standardized B
Std. Error
Invariant
NP
3,67
0,04
0,06
0,07
52,49
0,61
0,00**
0,53
MC
NP*MC
0,36
-0,19
0,05
0,03
6,25
-2,60
0,00**
0,04**
T
47,81
p
0,00**
Model
Invariant
R 2= 0,4216
Non-standardized B
3,63
NP
IM
NP*IM
0,06
0,00
0,06
R 2= 0,0184
F= 21,9235 P=0,001
Std. Error
0,07
0,08
0,06
0,08
F= 0, 5909
0,80
0,09
0,76
0,42
0,92
0,44
P=0, ,4429
Based on these findings, it can be suggested that the two dimensions of empowerment (Meaningcompetence and self-determination) are effective on organisational justice. In spite of significant effect of selfdetermination on organisational justice (P= 0,00* p< 0,05), this study does not provide any significant findings
to support the hypothesis suggesting that nepotism have moderating impact on the relationship between selfdetermination and organisational justice (P= 0,84, p>0,05). Thus, hypothesis 1a is refused. The moderating
impact of the meaning and competence dimensions of nepotism on organisational justice was found to be
insignificant. (P=0, 04* p< 0,05). In other words, some statistical findings have been found in the study to
support the hypothesis suggesting that nepotism had moderating impact. Therefore, it can be suggested that
hypothesis 2a is confirmed. Based on the findings of regression analysis, the hypothesis suggesting that
nepotism had a moderating role between the impact dimension and organisational justice was supported in this
study. Thus, hypothesis 3a was confirmed.
VI.
CONCLUSION
The findings of the study suggest that meaning-competence dimensions of employee empowerment
and self-determination dimension (p<0, 01) significantly and positively affected organisational justice. Under
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