The Illusion of Meritocracy in Competitive Workplaces

Meritocracy has been offered as one of the fundamental principles upon which contemporary work settings operate, and implies that performance and ability drive success. This creates a balanced system in theory, where outcomes are earned and predictable. Nevertheless, research now supports that success is actually driven by a blend of both obvious performance and less obvious structural factors in extremely competitive settings. The ability to gain proximity to decision makers and the ability to communicate performance achievement all factor into success.

The manner in which organizations with a focus on meritocracy were more likely to display biased approaches to decision-making was researched in a study published in Administrative Science Quarterly (Castilla and Benard, 2010) . This study revealed how managers are less likely to scrutinize their own decisions when they believe in a fair system, which leads to unfair rewards for similar levels of performance. This has been termed the “paradox of meritocracy.” Hiring and promotion practices are often based on cultural similarity and shared backgrounds rather than objective criteria, as Rivera (2012) found in further research published in American Sociological Review. The competitive nature of a workplace environment has also been revealed to heighten these effects, especially in relation to visibility. Individuals do not just compete based on output, but also on how they are perceived in relation to output. Individuals who signal their contribution are more likely to receive recognition, even if overall performance levels are similar to those of others in the team ( Organization Science, 2014).

This disconnect between input and outcome can, over time, affect the employee's concept of fairness. Those who are adherents of the meritocratic ideal may initially blame themselves when they are not promoted, but as the inconsistencies continue, the system begins to look less and less predictable, and the relationship between success and performance begins to break down. It does change the way in which the employee goes about their job, even though it does not remove the drive to succeed. The longevity of the meritocratic ideal is, in part, because it is an easily understood concept, and it fits well with the goals and objectives of the organization. However, the reality is often far more complex.