Newsletter

March 18th, 2013

Last month our big employee announcement was the return of Sunshine, the little ray of light behind who sits, again, behind our front desk. It wasn’t mentioned last time, though I think it had been mentioned before, that she, who is so genuinely loved and was so happily welcomed back, is also our general manager’s niece. And, as many of you well know, this is not the only case of blatant nepotism here at our little hotel. Our general manager hires her family rampantly, and when she’s employed all the relatives who’ll have her, she moves on to their friends. It’s not just her own family either; the family of nearly every other manager here is, to put it mildly, at least represented on the staff. This hotel is practically tribal.

Occasionally our general manager will get a little slack for this behavior. Nepotism is kind of a dirty word, after all, implying that positions haven’t been earned and that the potential function of an organization is being watered down. She’ll defend herself to the end every time, saying that she’s hiring people she knows she can trust and that there’s greater accountability this way. Still it rankles the modern American sensibilities we’re all carrying around, and besides that it just seems a little unfair.

Today, though, I read a little blurb on nepotism, written by a professor of business ethics, who talked about the argument Max Weber made against nepotism. According to this guy, James Fisher, Weber was anti-nepotism because family ties could “thwart the development of more impersonal social networks essential for modern business organization and practice.” Yikes! Isn’t the impersonal nature of modern business, like, killing our souls? Sorry, that’s a bit strong. At the very least, I know for certain that a hotel shouldn’t be run according to a philosophy of de-personalization. I write this feeling much better about our interwoven, unabashedly familial, tribal, non-modern business.

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