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Purpose- This article examines the relationship between nepotism and employee disengagement across Ethiopian organizations. In organizations where nepotism is widely experienced, employee recruitment and promotion cannot be performed fairly. Therefore, individual and organizational competence would be under question which in turn may result in an unfair work environment. Consequently, employees may be alienated from work. The purpose of this study was hence to examine the relationship between the constructs of nepotism and disengagement in the organizations of Ethiopia as a developing country. Methodology- A total of 255 employees were (M=202 and F=53) conveniently selected and made to fill the questionnaire in a face to face and on-line fashion. Nepotism and Disengagement scales were used to measure the variables. All of the variables were measured by scales with six-point intervals. Findings - The factor analyses revealed that nepotism has two factors: nepotistic relationships and preferential policy. Disengagement turned out to be a uni-directional construct. The regression analysis revealed that nepotistic relationships significantly and positively contributed to disengagement whereas preferential policy did not significantly contribute to disengagement. Conclusion– Since the participants perceived nepotistic relationships at work, the resulting employee disengagement is a potential threat for the future of organizations in terms of interpersonal relationships and performance. For preventing possible multi-faceted organizational problems that can affect the efficiency of business activities, managerial intervention seems to be required.

The relationship between nepotism and disengagement: the case of institutions in Ethiopia