Unpacking workplace favouritism: An analysis of academic staff perceptions in Namibia

Abstract

Orientation: In environments meant to nurture critical thought and equitable growth, such as higher education institutions, the silent undercurrent of favouritism dissolves not only individual morale but also the institutional integrity upon which academic excellence is built.
Research purpose: This study explores academic employees’ perceptions of favouritism and reasons as to why they perceive favouritism.
Motivation for the study: This research builds on previous literature that provided insights into the implications of perceived leader favouritism but was unable to explain why employees may perceive their supervisors to be exhibiting favouritism.
Research approach/design and method: Qualitative methodology was employed to answer all research questions using semi-structured interviews with lecturers.
Main findings: It was found that some employees perceive favouritism because of leaders’ internal marginalisation practices, e.g. excluding some employees from critical meetings. This forces employees to put less efforts in their work.
Practical/managerial implications: Favouritism lowers motivation, decreases job satisfaction and leads to reduced commitment or even withdrawal behaviour. In terms of theoretical implications, the study reinforces and contextualises the leader–member exchange (LMX) theory in a Namibian higher education setting, showing that differential treatment by leaders (ingroup vs. outgroup) significantly influences employees’ perceptions of fairness and their commitment levels.
Contribution/value-add: This is one of the first studies to apply the LMX theory to analyse favouritism within a higher education setting in Namibia.