The workplace, whether in private companies or government departments, should ideally be a space for collaboration, productivity, and personal growth. However, this ideal has been marred by toxic workplace politics. A significant number of organisations, particularly in India, have embraced a culture that discourages merit, undermines individual effort, and thrives on manipulative behaviour. This toxic environment, driven by internal power struggles, preferential treatment, and exploitation, severely hampers the full potential of employees and, consequently, the productivity of organisations. Both private companies and government departments often perpetuate this culture, creating an environment where power dynamics outweigh competence, and favouritism stifles growth. Instead of being a place where employees are supported and encouraged to develop their skills, the workplace becomes a battleground for internal conflicts, politics, and the survival of the fittest, rather than the most talented.
The Prevalence of the Lobby System and Its Impact on New Employees
One major cause of workplace productivity decline is the lobby system, where internal groups manipulate senior management to their advantage. These lobbies target newcomers, undermining them before they can prove themselves. The new employees, who are eager to make a difference and contribute meaningfully, are quickly sidelined by this clique-based mentality. Senior figures highlight trivial faults or spread negativity, sidelining new hires and favouring power dynamics over merit. This demotivates employees, stifles innovation, and prevents organisations from utilising their full workforce potential.
Lazy Employees and Their Protection by Higher-Ups
Another major workplace issue is underperforming employees protected by higher-ups. Often hired through connections rather than merit, they show little initiative and disrupt productivity. Their mere presence in the organisation, supported by their patrons in senior management, demoralises the rest of the team and disrupts overall productivity. Rather than contributing to the organisation's goals, they tend to cause friction and hinder progress. What makes this situation even more detrimental is their ability to use their connections to target team members or leaders who challenge their lack of effort. These employees discredit colleagues or supervisors over minor issues to evade accountability. In doing so, they not only waste the organisation's resources but also create a toxic environment where merit is no longer the primary currency for career advancement. As a result, those who genuinely strive to contribute their best are sidelined, further exacerbating the sense of inequality within the organisation.
The Misuse of POSH Laws for Personal Gain
The Prevention of Sexual Harassment (POSH) Act was introduced with the noble intention of creating safer workplaces for women by addressing harassment from male colleagues. However, in recent years, some individuals have misused these laws to escape work or receive undue preferential treatment. A small subset of employees, aware of the sensitivity surrounding gender-related issues, have weaponised the POSH Act as a means to avoid responsibility or gain an advantage over others. This has resulted in the law being used as a tool for workplace blackmail. While it is crucial that every employee—regardless of gender—is treated equally and with respect, there is a need for neutral policies that address such issues without falling into bias or manipulation. The misuse of these laws not only undermines the effectiveness of the POSH Act but also creates an atmosphere of distrust and suspicion among co-workers. Employees who witness or are affected by this misuse become disillusioned, and the very cause the law was meant to protect becomes diluted and disrespected. For a company to function at its highest potential, it is essential that policies related to workplace conduct and safety be applied fairly and without partiality.
The Toxicity of Senior Management and the Decline in Employee Development
Toxic work cultures often begin at the top, with senior management perpetuating harmful behaviours. Senior employees may face immense pressure, but instead of fostering a nurturing and supportive environment for juniors, they often perpetuate a culture of stress, criticism, and exclusion. New employees and juniors are expected to navigate a work environment where they are not encouraged to grow or develop their skills. Instead, the focus is often on maintaining hierarchical power structures or managing personal agendas. This approach leads to the phenomenon of workplace "ragging," where newcomers are belittled or subjected to unnecessary pressure, much like what is seen in universities and colleges. This undermines the very essence of professional growth, and it negatively impacts both individual and team productivity.
The lack of mentorship and guidance for new employees stifles their potential and harms the overall culture of the organisation. It’s crucial that senior leaders in the workplace adopt a more supportive role, helping juniors amplify their skills and guide them through the complexities of professional life, instead of creating an environment where new employees are left to struggle alone.
The Need for Reforms in Labour Laws and Wage Policies
A critical issue that has persisted for decades is the outdated labour laws and wage policies in India. As of 2025, India is the fifth-largest economy in the world, yet its labour laws and wages continue to lag behind those of Western nations. This imbalance has led to a situation where employees are expected to work long hours, sacrifice their personal time, and endure exploitative conditions for wages that are insufficient considering the economic landscape. Many workers are stuck in a cycle of low wages, minimal benefits, and uncertain job security. Furthermore, the increasing cost of living, coupled with stagnant wages, has made it difficult for employees to achieve financial stability or improve their quality of life.
India’s economic success should be reflected in better conditions for workers, and it is high time that the government addresses this issue through comprehensive labour reforms. A closer look at the wage structures, working hours, and leave policies can help establish a more equitable work environment that encourages productivity without compromising the well-being of employees. It is essential for policymakers to introduce progressive reforms that align with the current economic realities and address the growing divide between the labour force's contributions and the compensation they receive. As the nation continues to grow, fairer wages, more significant benefits, and improved working conditions should be the norm, not the exception.
The Glorification of Hustle and Its Harmful Impact
This glorification of hustle culture runs deep in India’s corporate and professional landscape. The culture of overwork is often praised, with individuals being expected to sacrifice their personal lives and well-being for the sake of their jobs. Many young professionals boast about their hectic schedules, competing to see who works the longest hours. This mindset has become so deeply ingrained that it is considered a badge of honour. Yet, beneath this glorification lies a growing problem: the relentless pressure is eroding the mental and physical health of employees.
Billionaire CEOs like Narayan Murthy of Infosys have reinforced this mindset. Murthy recently shared how he worked 85-90 hour weeks, suggesting that such extreme dedication is the key to success. His comments, though controversial, were defended by many who argued, "He's a CEO—what are you?" This attitude fails to recognise the damaging effects of such work habits on the broader workforce. Similarly, Bhavish Aggarwal, CEO of Ola, dismissed weekends as "Western concepts" and advocated for working every day. This mentality only exacerbates the issue of work-life imbalance, with many professionals burning out from the constant pressure to prove their dedication.
The glorification of overwork is particularly dangerous because it normalises a toxic culture that places employee well-being on the back burner. Professionals in fields like journalism, healthcare, law, and marketing are often expected to meet client demands while sacrificing their mental health, physical health, and personal lives. This not only leads to burnout but also undermines the long-term productivity of the organisation.
The Need for Change: Tackling the Stark Reality of Workplace Culture in India
The tragic example of Anna Sebastian Perayil, a 26-year-old chartered accountant who died in July 2024 after suffering immense stress in her role at Ernst & Young, has sparked a much-needed debate on the work culture in corporate India. Her death highlights the need for systemic changes to address the severe mental and emotional toll the corporate grind places on employees. It is time for individuals, organisations, and the government to learn from these unfortunate incidents and work towards fostering healthier, more balanced work environments.
Reforms must be implemented at the grassroots level, with organisations taking the lead in promoting mental health, employee well-being, and fair treatment. Companies and various Government Departments should invest in team-building initiatives, training programs that emphasise collaboration, and create an environment where employees are valued for their contributions, not just their ability to endure long hours.
Furthermore, severe punishments should be enforced for those who misuse their influence to harm others in the workplace. Committees, comprising retired judges, social workers, and district administrators, should be set up to handle complaints impartially and without bias toward gender, race, or status. This will help ensure that employees feel protected and supported, ultimately leading to a healthier work culture.
In conclusion, workplace politics and toxic cultures continue to degrade the workforce, preventing individuals and organisations from achieving their full potential. It is high time that both companies and government departments recognise the need for reforms in workplace conduct, labour laws, and organisational culture. Only through collective efforts can we create a work environment where merit is celebrated, employees are respected, and productivity is maximised.
(All views and opinions expressed are author’s own)
