Published: 11:49 PM, 18 July 2026
Divisive Politics in Corporate Offices: How Bangladesh's Private Sector Languishes With Unfit and Unproductive Staff
Bangladesh's private sector has long been recognized as the country's principal engine of economic growth, driving exports, employment, innovation, and investment. From the globally competitive ready-made garments industry to banks, telecommunications, pharmaceuticals, logistics, information technology, and manufacturing, private enterprises have played a decisive role in transforming the national economy. Yet, beneath this success lies an increasingly discussed challenge that many business leaders, employees, and human resource professionals believe is quietly undermining productivity: divisive office politics and the appointment or retention of employees based on influence rather than competence.
Corporate politics exists in every country to some extent. Differences in opinion, competition for promotions, and workplace alliances are natural features of organizational life. However, problems arise when professional standards are replaced by favoritism, personal loyalties, or political affiliations. In such environments, organizational performance often suffers because decisions are influenced by relationships instead of merit.
Many professionals argue that the greatest cost of unhealthy office politics is not merely interpersonal conflict but the gradual decline of institutional efficiency. When recruitment, promotions, and key assignments are determined by connections rather than qualifications, organizations may end up with employees who lack the skills, commitment, or experience required for their roles. This can reduce operational effectiveness, delay projects, and weaken employee morale.
Human resource specialists consistently emphasize that successful companies depend on merit-based recruitment and performance-driven career development. Employees who are selected through transparent and competitive processes are generally more likely to possess the technical expertise, problem-solving ability, and motivation necessary to contribute to organizational success. Conversely, when underperforming individuals remain in influential positions despite poor performance, they may create additional burdens for their colleagues and supervisors.
The consequences extend beyond productivity statistics. High-performing employees often become discouraged when they perceive that excellence is not rewarded fairly. Talented professionals may reduce their engagement, seek opportunities elsewhere, or leave the organization entirely. Such turnover results in the loss of valuable institutional knowledge and increases recruitment and training costs.
Another concern frequently raised by business observers is the emergence of workplace factions. Employees may align themselves with particular executives, departments, or informal groups in hopes of gaining career advantages. Instead of collaborating to achieve corporate objectives, teams may become divided by internal rivalries. Information sharing declines, trust deteriorates, and decision-making becomes slower.
These divisions are particularly harmful in industries that depend on rapid execution and close coordination. Delayed communication between departments can postpone product launches, disrupt customer service, or affect compliance with regulatory requirements. Even minor internal conflicts may eventually translate into financial losses.
Managers also face significant challenges in politically divided workplaces. Supervisors may hesitate to evaluate poor performers objectively if those employees enjoy protection from influential individuals. Performance appraisal systems become less credible when standards are inconsistently applied. Employees quickly recognize these inconsistencies, leading to perceptions of unfairness and declining confidence in leadership.
The issue becomes even more complex when organizations fail to invest in employee development. Every workforce includes individuals with varying levels of competence. Not every employee who struggles is necessarily unsuitable for the job. Many can improve through structured training, mentoring, coaching, and regular performance feedback. Effective management distinguishes between employees who require development opportunities and those who consistently fail to meet reasonable professional expectations despite adequate support.
Corporate governance experts argue that organizations should rely on measurable performance indicators rather than subjective judgments. Clear job descriptions, annual performance evaluations, key performance indicators (KPIs), competency assessments, and transparent promotion criteria help reduce opportunities for favoritism. When employees understand that advancement depends on measurable achievement, workplace morale generally improves.
Technology can also support fairer human resource practices. Digital recruitment systems, structured interviews, standardized evaluation forms, and data-driven performance management reduce the influence of personal bias. Increasingly, multinational corporations operating in Bangladesh have adopted such practices to ensure consistency and accountability across departments.
Leadership plays a critical role in shaping organizational culture. Executives who encourage openness, ethical conduct, and constructive disagreement are more likely to build resilient organizations. In contrast, leaders who tolerate favoritism or reward loyalty over competence risk creating cultures where innovation is discouraged and accountability weakens.
Corporate culture also influences employee well-being. Politically charged workplaces often generate stress, anxiety, and uncertainty. Employees may spend excessive time navigating interpersonal conflicts instead of focusing on their responsibilities. Such environments can contribute to burnout, reduced job satisfaction, and declining mental health, ultimately affecting organizational performance.
Bangladesh's aspiration to become a higher-income economy depends significantly on the competitiveness of its private sector. Global markets demand efficiency, quality, innovation, and professionalism. Companies competing internationally cannot afford internal divisions that weaken productivity or undermine customer confidence.
Business associations, professional bodies, and educational institutions can contribute by promoting ethical leadership, modern human resource management, and corporate governance standards. Training future managers in evidence-based leadership and organizational ethics may help strengthen workplace professionalism across industries.
Employees also share responsibility for maintaining healthy workplace cultures. Constructive communication, respect for colleagues, adherence to professional ethics, and commitment to organizational goals help reduce unnecessary conflicts. Healthy disagreement over ideas can strengthen decision-making, whereas personal rivalries and factional behavior often weaken organizations.
Ultimately, the challenge facing Bangladesh's corporate sector is not politics in the broad sense but the replacement of merit with favoritism and organizational purpose with personal interests. Successful companies recognize that sustainable growth depends on competence, integrity, accountability, and continuous learning.
Organizations that prioritize transparent recruitment, objective performance evaluation, leadership accountability, and employee development are more likely to retain talented professionals and achieve long-term success. Those that allow internal divisions, persistent underperformance, or favoritism to dominate decision-making may find themselves losing competitiveness in an increasingly demanding global marketplace.
As Bangladesh continues its economic transformation, strengthening professional management practices will be essential. A corporate culture founded on fairness, merit, and accountability can help businesses maximize productivity, encourage innovation, and attract the skilled workforce needed for sustained national development. The future strength of the country's private sector will depend not only on investment and technology but also on its commitment to placing capable people in the right roles and ensuring that organizational success is driven by performance rather than personal influence.
Mahfuz Ul Hasib Chowdhury is a
contributor to different English
newspapers and magazines.
