The use of wasta in hiring employees is a practice that has existed for many years. Here, one can utilize a network of influential relatives and friends to obtain an advantage in securing job vacancies. While many social costs can be directly associated with the use of wasta in hiring, proponents of the system suggests a number of benefits that can emerge from the use of wasta networks (often of family relations among other people that can be trusted). The use of wasta in hiring employees is often considered as a fruitful method in securing trustworthy employees. Candidates that often secure job opportunities through the use of wasta are usually well known individuals within a network of company managers, influential shareholders, among other individuals concerned with running the day to day activities of companies. In order to secure job opportunities for given candidates through the use of wasta, most of the individuals that we have mentioned above (managers, shareholders, among others) are often related with concerned candidates. Considering the sensitivity of certain type of jobs (such as those that involve financial transactions), it is always useful for companies to employ people that they can highly trust. Since one way of countering the challenge of employing trustworthy employees lies in the use of wasta when hiring new employees, the method has proved useful in some hiring situations. Owners of some business companies will often find it hard to give sensitive jobs to people that they cannot totally trust (William 1973). As such, most of them will rely on the use of wasta in filling such positions. People that have secured job opportunities through wasta will therefore be expected to return trust and hard work in their work. Since the day to day running of many private business enterprises is often influenced by the owners of such enterprises, it is quite difficult for a non connected and ordinary employee to make positive impacts in such enterprises. Usually, employees hired through wasta will often find it easy to form positive relationships with their employers; hence, they can work with a high degree of freedom, confidence, and creativity; thus, making positive impacts at their workplace. Such workers can even view their jobs as a responsibility that extends beyond their workplace to influence their relationships with members of their wasta network. Such a direction is thus fruitful in driving employees to increase productivity. Besides, many private business owners will often view the employees that they hired through their established trust network as apprentice candidates in need of experience and skills 5 . Such skills are often required before employees can take up strategic roles in companies. As such, employees (who have been hired through a network of trust) can access enormous support and resources from their employers in the direction of enhancing their skills. Such an arrangement is usually helpful in placing workers that have been hired through wasta in a career environment where they can work productively as they grow. The use of wasta is therefore helpful in hiring workers that can attain high degrees of trust, confidence, and support from their em