Workplace favouritism is a pervasive phenomenon that affects employees across different industries and job roles - it turns out that this widespread act of favouritism can have a significant impact, whether you’re the victim or the VIP. It’s no secret that the playing field among workers isn’t level in most workplaces—and chances are you know of someone or you’ve been on one end of blatant favouritism at some point in your career.
Our latest Milieu Insight study surveyed N=1,500 employees in the Philippines (N=500), Malaysia (N=500) and Indonesia (N=500) to find out their experiences and thoughts on favouritism at the workplace.
Employees generally feel workplace favouritism undermines team cohesion and trust
While some may argue that favouritism can have positive effects on productivity and motivation, the negative consequences cannot be ignored. The findings of this study suggest that employees generally feel that workplace favouritism can lead to conflicts among teammates (53%), build distrust (46%), increase resentment (46%), and result in a loss of respect towards leadership (46%).
One of the most prevalent forms of favouritism found in the study is the experience of receiving additional help and coaching during the completion of assignments (33%). This is followed by limiting the access of important work-related information to certain employees (30%) and assigning desired tasks only to favoured employees (e.g. easier/higher profile assignments (29%). The study also revealed that managers across Malaysia and the Philippines generally exhibit a higher tendency to experience favoritism in the workplace than non-managers.
While it may seem harmless, this can create an uneven playing field, where some employees have a higher chance of succeeding than others. Furthermore, the selective distribution of important work-related information can foster a culture of secrecy and exclusion, leading to mistrust and resentment among team members. Similarly, assigning desired tasks only to favored employees can make others feel undervalued and unmotivated.
Cultural differences in the perception of workplace favouritism
The survey also highlights some cultural differences in the perception of workplace favouritism. Respondents across the 3 countries generally believe that favouritism can have positive effects such as acknowledging and rewarding hard work (46%), increasing productivity and efficiency (44%), and boosting motivation (44%). For instance, managers in Malaysia and Philippines are significantly more likely to see that favouritism can also promote healthy competition (41%, 40% respectively), provide role models (37%, 43% respectively), and create more structure (38%, 37% respectively). However, non-managers in the Philippines are significantly more likely to view that there are no positive impacts at all.
6 in 10 believe that favouritism is unavoidable and a natural part of the workplace
Despite the negativity, a significant proportion (63%) believe that it is an unavoidable and natural part of the workplace (60%) - this worryingly reflects the blurring of lines of what constitutes unfair treatment, and therefore, what employees can define or feel as worth reporting. Furthermore, the fact that over half of the respondents (54%) agree that favouritism is acceptable as long as the favoured employee deserves it, suggests that meritocracy may not be a guiding principle in the workplace.
Workplace favouritism is a complex issue that can have far-reaching consequences for organisations and employees alike. If left unmanaged, organisations may very well be setting themselves up for failure when cultures built on blatant favouritism foster ill-feelings among employees, and allow employees less competent than they appear to make decisions affecting employees and the company.
To address this issue, organisations need to create a culture rooted in transparency and fairness, while fostering a merit-based environment that values performance and achievement without pitching employees against one another. Managers should also be trained to recognise and address instances of favouritism, and employees should feel empowered to report any unfair treatment they experience or witness.
Addressing the toxic F-Word in the workplace - Favouritism
Workplace favouritism is a pervasive phenomenon that affects employees across different industries and job roles - it turns out that this widespread act of favouritism can have a significant impact, whether you’re the victim or the VIP. It’s no secret that the playing field among workers isn’t level in most workplaces—and chances are you know of someone or you’ve been on one end of blatant favouritism at some point in your career.
Our latest Milieu Insight study surveyed N=1,500 employees in the Philippines (N=500), Malaysia (N=500) and Indonesia (N=500) to find out their experiences and thoughts on favouritism at the workplace.
Employees generally feel workplace favouritism undermines team cohesion and trust
While some may argue that favouritism can have positive effects on productivity and motivation, the negative consequences cannot be ignored. The findings of this study suggest that employees generally feel that workplace favouritism can lead to conflicts among teammates (53%), build distrust (46%), increase resentment (46%), and result in a loss of respect towards leadership (46%).
One of the most prevalent forms of favouritism found in the study is the experience of receiving additional help and coaching during the completion of assignments (33%). This is followed by limiting the access of important work-related information to certain employees (30%) and assigning desired tasks only to favoured employees (e.g. easier/higher profile assignments (29%). The study also revealed that managers across Malaysia and the Philippines generally exhibit a higher tendency to experience favoritism in the workplace than non-managers.
While it may seem harmless, this can create an uneven playing field, where some employees have a higher chance of succeeding than others. Furthermore, the selective distribution of important work-related information can foster a culture of secrecy and exclusion, leading to mistrust and resentment among team members. Similarly, assigning desired tasks only to favored employees can make others feel undervalued and unmotivated.
Cultural differences in the perception of workplace favouritism
The survey also highlights some cultural differences in the perception of workplace favouritism. Respondents across the 3 countries generally believe that favouritism can have positive effects such as acknowledging and rewarding hard work (46%), increasing productivity and efficiency (44%), and boosting motivation (44%). For instance, managers in Malaysia and Philippines are significantly more likely to see that favouritism can also promote healthy competition (41%, 40% respectively), provide role models (37%, 43% respectively), and create more structure (38%, 37% respectively). However, non-managers in the Philippines are significantly more likely to view that there are no positive impacts at all.
6 in 10 believe that favouritism is unavoidable and a natural part of the workplace
Despite the negativity, a significant proportion (63%) believe that it is an unavoidable and natural part of the workplace (60%) - this worryingly reflects the blurring of lines of what constitutes unfair treatment, and therefore, what employees can define or feel as worth reporting. Furthermore, the fact that over half of the respondents (54%) agree that favouritism is acceptable as long as the favoured employee deserves it, suggests that meritocracy may not be a guiding principle in the workplace.
Workplace favouritism is a complex issue that can have far-reaching consequences for organisations and employees alike. If left unmanaged, organisations may very well be setting themselves up for failure when cultures built on blatant favouritism foster ill-feelings among employees, and allow employees less competent than they appear to make decisions affecting employees and the company.
To address this issue, organisations need to create a culture rooted in transparency and fairness, while fostering a merit-based environment that values performance and achievement without pitching employees against one another. Managers should also be trained to recognise and address instances of favouritism, and employees should feel empowered to report any unfair treatment they experience or witness.
