![]() ![]() ![]() Carefully consider calling out favoritism. When people advance faster than others, it might be misinterpreted as favoritism when it is simply earned progress. Here are steps to address favoritism as an employee. Preferential treatment in the workplace how to#How to Address Favoritism at Work as An Employee Instead of trudging through a frivolous work environment, many employees may seek to find greener pastures where they are recognized for their work. Work turns into a hamster wheel when employees feel like their work is undervalued. Employee Churnĭiligent workers deserve opportunities to advance their careers through merit. No one wants to work for a manager or company that makes them feel undervalued and ignored. When achievement and recognition are arbitrary, what is the point of hard work and ambition? When people think that their efforts are wasted, motivation evaporates. People generally care little for the opinions and wishes of those they cannot trust or respect. This awareness eats away at the trust in the leader's judgment and honesty. Loss of Respect for LeadershipĮmployees can tell when a manager's fondness for someone is rooted in personal bias or superficiality. This creates an uneasy and tense work environment that sows discord and mistrust among the workforce. When the workforce perceives that one of their ranks is gaining unwarranted attention, the perception of the favored coworker becomes negative. Unfair management breeds resentment, harming motivation, respect for leadership and employee retention. When managers perpetuate in-group bias, it negatively impacts team morale and undermines the work environment. One example of favoritism is praising one person's work and overlooking their flaws while inflating the flaws and ignoring the quality of another's work.įavoritism is endemic in the workplace, as 92% of senior executives report witnessing employee favoritism, while one-quarter of senior business executives admit to exercising favoritism at work. While camaraderie between colleagues is a positive dynamic for workplace creativity, teamwork and support, favoritism is preferential treatment unrelated to work performance or merit, often by a manager towards a direct employee. ![]() To mitigate unfair treatment and its domino effects, we examine the phenomenon of favoritism and how to reduce in-group bias. Unchecked favoritism imbalances the workforce and causes in-group tension, leading to a reduction in individual and team performance. However, leaders in the workplace are responsible for maintaining a positive, merit-based work environment and treating all employees fairly. We subsequently discuss how our interpersonal perspective on the passion narrative implicates challenges for the advancement of employees with fewer opportunities to pursue their passion (e.g., given socioeconomic constraints or exploitative work demands), or who are less likely to be perceived as passionate by others (e.g., given cross-cultural differences).Favoritism in the workplace is a natural phenomenon, as many gravitate towards others due to personal connections, shared experiences and compatible personalities. Notably, more passionate employees even elicited more favorable emotional reactions and attributions when their job performance decreased. Such favorable treatment persisted despite describing passionate employees' job performance identically or controlling for job performance statistically. In line with the Passionate Pygmalion Effect, our studies show that more passionate employees (1) received more positive feedback for their success, (2) were offered more training and promotion opportunities, (3) elicited more favorable emotional reactions, and (4) prompted more favorable attributions for varied performance outcomes. We find evidence for this effect across two experiments (Study 1 and pre-registered Study 3) and one field survey with pairs of subordinates and supervisors from a diverse set of organizations (Study 2). Here, we suggest that the pervasiveness of this “passion narrative,” coupled with the relative observability of passion, may lead others to treat passionate employees in more favorable ways that subsequently produce better workplace outcomes, a self-fulfilling prophecy we term the Passionate Pygmalion Effect. Inherent in this call is the belief that passion will produce higher performance because it promotes intrapersonal processes that propel employees forward. Employees are increasingly exhorted to “pursue their passion” at work. ![]()
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