a comment on patronage vs. meritocracy

During our class discussion of M. Weber last Thursday, we mentioned the idea of meritocracy, which is crediting a person based on his/her achievements and merit.  The opposite of meritocracy is patronage, which is the assigning of positions or work based on relationship with the “people on top.”  Our short discussion reminded me how rampant patronage is in the Philippines (where I am originally from).  It is common that the people working within the organization are related to one another, or friends of someone within.  Networking is essential in finding a good job or moving through the ranks.  If one doesn’t have “connections,” it takes a VERY long time for that person to get into the organization or be promoted to a higher position.

Philippine patronage system is very interesting and complicated organizational issue as the practice is embedded, and accepted, in the culture and society.  The Philippine practice of patronage dates back during the Spanish colonization in 1400s, when Filipinos had to build strong connections with their colonizers to keep their positions or businesses.  This practice has been passed from one generation to the other until the present day.  Business or organizational management are passed down within family or close friends.  In addition, the tight-knit family culture encourages the system, mostly in businesses, because owners believe that their family members understand the business more, therefore should be in good hands.  The idea of family loyalty also makes a case for patronage.  An owner believes that, compared to an outsider, family members would want the best for the business, since the business is seen as a family treasure.

Patronage system never sat well with me.  In the Philippines, patronage system might have made small organizations/businesses to the big successful family corporations they are now.  However, I see patronage as promoting incompetence and ineffectiveness as individuals neglect merit and hard-work.  In addition, patronage creates a negative mentality on other workers that even though they work hard, their efforts will not be recognized.  Both these effects negatively affect the development and growth of the organization as it does not promote for an individual to better himself within the organization.

As above-mentioned, patronage may have its advantages in creating a successful organization; and meritocracy have its own disadvantages, which I am not discussing in this blog.  However, like everything else, an organization must strive to balance between meritocracy and patronage to have a successful organization.