This article will address the issue of Performance punishment, which has gained considerable relevance in recent times. Performance punishment has become a topic of interest for a wide spectrum of people, as its influence extends to different areas of daily life. From the personal to the professional level, Performance punishment has positioned itself as a point of discussion and reflection in various spheres. Throughout this article, different aspects related to Performance punishment will be analyzed, with the aim of offering a comprehensive and enriching vision of this current issue.
In human resources, performance punishment also known as quiet promotion refers to the burdening of high-performing employees with additional work, often without compensation or promotion.[1][2][3]
Performance punishment can lead to occupational burnout, resentment, and a sense of being undervalued leading to morale loss.[1] Performance punishment of high-performers may also limit opportunities for improvement of low-performers and alternative growth opportunities for high-performers.[4] Performance punishment allows for performance deficits of low-performers to be ignored.[5]
Performance punishment can be mitigated by having work fairly distributed, promoting skills development, and transparent communication. [6]
The term quiet promotion arose in response to the Great Resignation following the COVID-19 pandemic in response to quiet quitting.[7][8] Quiet promotions may due to a staffing shortage or cost-cutting measures.[7][9]