In business operations and management, hiring close relations can have advantages such as creating a friendly working environment. However, this kind of employment pattern has its disadvantages which eventually outweigh the advantages. Hiring close relations could allow for the manifestation of personal disputes and misunderstandings at the workplace ( Vinton, 1998) . This can easily make the workplace uncomfortable for the other employees thus affecting the effective delivery of work. Closer relations may take advantage of their status and fail to observe workplace ethics and standards having in mind that it would be hard to hire a close relation.
Other employees may also have an issue with an employer hiring a close relation as this could be viewed as favoritism especially is they are employed over other non-relative qualified applicants (Abdalla, Maghrabi & Raggad, 1998) . Creating changes that could negatively affect friends and close relations at the workplace may also be difficult. In some instance, e employer may expect more from employed family and close relations more than it is expected of other employees just because of the blood ties ( Abdalla, Maghrabi & Raggad, 1998 ). This may make the close relations feel exploited and taken advantage of. When these expectations are not met, the employer may also feel let down and betrayed by his or her relation.
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Therefore, to avoid all these shortcomings and compromising situations, it is necessary for an employer to consider employing neutral parties for the sake of the overall business well-being (Abdalla, Maghrabi & Raggad, 1998) . If close relations are to be employed, then it has to be ensured that they are no exception in delivering the job description. There should also be transparency and fairness when dealing with close relation employees and friends.
References
Abdalla, H. F., Maghrabi, A. S., & Raggad, B. G. (1998). Assessing the perceptions of human resource managers toward nepotism: A cross-cultural study. International Journal of Manpower , 19 (8), 554-570.
Vinton, K. L. (1998). Nepotism: An interdisciplinary model. Family Business Review , 11 (4), 297-303.
