By Dr. Syed Zaved Mohammad Salehuddin
Promotions in the workplace are ideally based on competence, dedication, and performance. However, in reality, the picture often looks very different. Many employees who have worked diligently for years find themselves overlooked for promotions, while relatively less skilled but well-connected employees, or those close to senior officials, often advance quickly.
This raises a silent yet pressing question—are promotions truly determined by merit, or do relationships, flattery, and unseen influences play a decisive role?
1. The Dilemma of Quiet Competence
Highly skilled employees often prefer to prove themselves through their work. They believe that the quality of their work defines their true worth.
Rather than seeking approval from superiors, they focus on perfecting their own output. Yet, performance evaluations are not always based solely on results. A manager’s personal perceptions, social interactions, and employee visibility can heavily influence decisions. Consequently, those who work quietly without self-promotion are often less noticed by management.
2. Flattery and Impression Management
In organizational psychology, “Ingratiation” or flattery is a recognized behavior. It involves consciously aligning with a manager’s opinions, offering excessive praise, or building personal rapport to create a positive impression.
Research shows that such behavior can significantly influence managerial decisions, allowing employees with relatively lower competence to gain promotional advantages based on perception rather than performance.
3. The Reality of Workplace Favoritism
International studies show that favoritism is widespread in organizations. Personal relationships and preferences often play a major role in promotions, critical assignments, and opportunities.
A global survey found that nearly 90% of employees have observed favoritism, with a significant number considering changing jobs as a result. Research from Harvard Business Review highlights that managers are often influenced by unconscious bias, affecting fair evaluations.
4. The Advantage of Visibility
Psychological studies indicate that employees who actively showcase their achievements are perceived as more promotable—a phenomenon known as the “visibility advantage.”
Conversely, those who work quietly may become “low-visibility employees”, and consequently, those who communicate effectively, highlight their successes, and maintain strong relationships with superiors are often more likely to be promoted.
5. Negative Organizational Impacts
Favoritism and flattery do not just harm individuals—they impact the entire organization. When employees perceive promotions as unfair, trust erodes, morale drops, teamwork suffers, and competent employees may leave.
Over time, this leads to reduced productivity and undermines organizational stability.
6. The Need for a Merit-Based Workplace Culture
The solution lies in transparent and fair evaluation systems. Promotions should be based on:
Clear performance metrics
Documented assessments
Accountability
Many leading organizations now adopt 360-degree evaluations, where employees are assessed by supervisors, peers, and subordinates, ensuring fairness and reducing bias.
Conclusion
When promotions are determined by genuine competence, dedication, and performance—not flattery or personal connections—talented employees receive their deserved recognition, and organizations thrive on long-term strength and fairness.
About the Author
Dr. Syed Zaved Mohammad Salehuddin is a lawyer, educator, researcher, and social thinker. He holds a PhD in Development Administration and an MPhil in Development Economics from the University of Dhaka, and is currently an Advocate of the Supreme Court of Bangladesh.
He previously served as Legal Advisor to China Railway Construction Corporation (CRCC) and has taught at Jahangirnagar University and other higher education institutions, as well as at banking training institutes.
Dr. Zaved is active in education and social development, founding the Barrister Syed Kamrul Islam Mohammad Salehuddin Technical College in Madhukhali, Faridpur, and establishing Bengal University. He regularly writes on law, social policy, workplace culture, ethics, and national development, with eight published books.