Assessing the perceptions of human resource managers toward nepotism

Abstract This empirical study identifies, examines, and compares the perceptions of HRMs in selected organizations in one developed country (the USA) and one less‐developed country (Jordan) toward arguments supporting nepotism. It also identifies, examines, and compares the perceptions of these HRMs toward arguments against nepotism in these two countries. The results of this study indicate that few HRMs in each country have agreed with arguments supporting nepotism. In contrast, many of these HRMs have agreed with arguments against nepotism. While there are differences between the perceptions of US and Jordanian HRMs toward arguments for and against nepotism, these differences are not significant.