Nepotism
Thesis Statement
Nepotism magnifies the current deplorable economic and social situation. Changes have to be instigated to regress the situation unless development is undesired.
Nepotism is comparable to a ravenous parasite that clings to our social structures benefiting the selected few only. It can even be perpetrated generationally that only the descendants of these selected few benefit from the available opportunities leaving the others to their fate. This trend can and should be changed if the development of the society holds supreme (Van, 2014). Equal chances and opportunities should be available to everyone, though it may be considered idealistic as life is said to be unfair. At least the degree of its perpetration should be smoothened out to upsurge equality chances. This change is inescapable with the current informed society.
Current job situation is the ideal example for nepotism cases. Quality and experience might not hold supreme during a job application/interview when a competitor has his/her relative/family at the helm of the organization’s leadership. Change to this situation will materialize if we uphold the moral principles and the constitutional guidelines set out. It can be claimed that these principles only enhance the interests of the selected few, but also the rights of the sidelined are considered which if implemented would be a win-win situation (Jones, 2012). Upholding moral principles and values and strict implementation of these standards will depreciate nepotism and its perpetration in future generations.
In effecting this change, it is assumed humanity is ideal and is able to stick to the set principles/standards. The degree of upholding these standards might differ across the population, but it can be enhanced using the right measures/strategies. Enhancing these strategies to improve humanity’s sticking levels will obviously improve the fight against nepotism and its perpetration in future generations.
References
Jones, R. G. (2012). Nepotism in organizations. New York: Routledge.
Van, W. (2014). Managing performance in the public sector: Concepts, considerations and challenges. Lansdowne,South Africa: Juta.