Does fear-based silence mediate the nepotism–employee outcomes relationship?

Purpose Although common throughout the world, little is known about the mechanism by which nepotism is associated with employee outcomes. Drawing from social exchange theory, this study examines whether fear-based silence mediates the relationship between nepotism with employee workplace withdrawal and career satisfaction. In addition, whether gender moderates the relationship between nepotism and fear-based silence is also examined. Design/methodology/approach Two time-lagged surveys of 330 employees in the Indian banking sector were completed. Findings As hypothesized, nepotism was positively related to fear-based silence and employee workplace withdrawal; it was negatively related to career satisfaction. Fear-based silence partially mediated the relationships of nepotism with workplace withdraw and career satisfaction. Gender moderated the relationship between nepotism and fear-based silence. Practical implications This study shows the negative impact of nepotism on employee outcomes and suggests means for reducing its prevalence in organizations. Originality/value This is the first study to examine fear-based silence as a mediator of nepotism’s relationship with employee workplace withdrawal and career satisfaction. It also answers repeated calls for more research on fear-based silence and its antecedents.