Favoritism Rampant at Large Companies

The data demonstrate that the majority of senior managers do not admit to favoritism themselves, which would indicate that it should not be widespread. But it is widespread. So, a number of executives, it seems, are almost certainly not willing to admit to the behavior themselves, although the research shows it must be otherwise.

Why is favoritism such a broad problem? Twelve percent say promotions are based on people who have “views similar to mine.” Another 5% say a “background similar to mine.” Senior managers are unlikely to want to see these things in themselves, even in a confidential survey. That means the numbers for these two measurements are almost certain to be underreported. There has to be some reason why white males do so well in large companies, for instance. Perhaps it is that white males run most of these firms. A “background similar to mine” means women and members of ethnic groups are likely to struggle for promotions, particularly if this reason is underreported.

Jonathan Gardner, one of the authors of the report, did not mince words: “This study confirms what many have suspected — that favoritism plays a much greater role in employee advancement than companies normally portray. I hope this study will help us acknowledge the prevalence of favoritism in employee promotions so that we can find ways to better understand the role it plays.”

A single study will not change anything. The culture that favors a system that perpetuates itself cannot be so easily changed.

Methodology: From March 8, 2011, to March 10, 2011, Penn Schoen Berland conducted 303 online interviews with senior business executives at companies in the United States with at least 1,000 employees.

Douglas A. McIntyre