The idea that jobs should be awarded purely on merit has become something of an axiom, but the moral basis of it remains elusive. If employers are under a duty to appoint the most qualified candidate, to whom exactly is this duty owed, and on what grounds? I distinguish two kinds of answers to this question. Candidate-centred arguments are those according to which qualifications generate entitlements for their bearer, such that the most qualified applicant for a job has some moral (...) claim or right to it. But of course job-seekers are not the only parties with a stake in personnel selection decisions. The existing employees of an organisation, its clients and creditors, its shareholders, and society more generally are also affected. The duty to hire on merit, one might argue, is owed ultimately to one or more of these “stakeholder” groups. I refer to arguments with this structure as stakeholder-centred. The purpose of the paper is to carefully distinguish, organise and scrutinise various arguments within these camps; to sketch a map of the ethical terrain, so to speak. What the sketch reveals is that both the scope and weight of the duty to hire on merit — the exceptions to it, and the stringency of it — vary depending on its grounds. The argumentative strategy that we adopt to justify meritocracy, then, is of both theoretical and practical importance. (shrink)

This paper explores the ethics of networking as a means of competition, specifically networking to improve one’s prospects of prevailing in formal competitive processes for jobs or university placements. There are broadly two ways that networking might be used to influence the outcome of some such process: through the “exchange of affect” between networker and selector, and through the demonstration of merit by networker to selector. Both raise ethical problems that have been overlooked but need to be addressed.