Many of us have experienced the busy boss. The type you see rushing between meeting rooms, holding an open laptop and looking nervous, or yelling into the phone in the corner of the office. Even though they’re working hard, it’s hard to tell if they’re really productive – or just putting on a show.
Performative employment work – where workers create the appearance of productivity rather than delivering actual results – is on the rise. A study by software company Visier found that 43% of workers spend more than 10 hours a week on tasks that only appear productive. A separate 2023 survey of more than 18,000 desk workers around the world found that almost a third of the average UK worker’s working day is lost to performative work.
Perhaps unsurprisingly, research suggests that in-office workers are more likely to do performative work than remote workers because they are being watched by their employers. However, remote workers may also feel pressure to do more conspicuous, busy work because they are not as physically visible to their bosses.
“Performative work refers to actions that are intended to create the appearance of productivity rather than deliver real results,” says Dominika Kowalska, career expert at Zety. “This can include sending emails late at night, attending non-essential meetings, or performing superficial tasks that give the appearance of being busy without making a meaningful contribution to company goals.”
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Other examples include over-providing status updates, doing extra, unnecessary research for a project, and responding as quickly as possible to messages that are not time-critical.
Given that many of us struggle with heavy workloads, the idea of performative work seems counterintuitive. But this type of busy work happens when employees feel productivity is measured by their visibility. In such environments, the pressure to always appear busy increases—even if it means neglecting the actual work.
“The rise of performative work can be attributed to several factors – increased surveillance in the workplace, the desire for job security in economically uncertain times, and the blending of work and personal life in remote work environments,” explains Kowalska.
“Return-to-office policies have particularly exacerbated the use of performative tactics. As some employees return to the office while others continue to work from home, many feel a growing sense of competition and the need to prove their productivity.”
The pressure to appear busy often stems from the fear of being perceived as replaceable, especially in competitive industries or during times of economic instability. Artificial productivity can be a side effect of fear of layoffs – and lead to people taking on tasks that are more visible to their bosses rather than those that have a real impact on the business.
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The increasing use of employee monitoring tools only adds to this pressure. According to a recent survey by Forbes Advisor, 43% of workers say their online activity will be monitored in 2024 – and nearly a fifth said it leads to increased stress and anxiety.
Responding to emails faster than necessary may not seem like a big deal, but the pressure to be busy and productive can gradually build up and lead to stress, burnout, and a significant reduction in actual productivity.
“The focus shifts from completing important tasks to maintaining the appearance of productivity, which often results in employees working longer but achieving less,” says Kowalska.
“Over time, this can lead to a cycle of inefficiency, increased anxiety, and lack of fulfillment at work. Performative work also reinforces a flawed system and work culture, making it harder for employees to openly express their needs for greater efficiency, well-being, and productivity.”
Employers can play a critical role in reducing performative work by rethinking the way they measure performance. Rather than focusing on the hours spent at a desk, employers should consider the quality of work and the broader impact it has on the business.
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“By shifting the focus from simply tracking metrics and hours to emphasizing actual results and impact, they can encourage employees to focus on meaningful work and productivity rather than just investing time,” says Kowalska.
“Open dialogues with employees about their individual needs can help them stay productive, achieve their professional goals and maintain their well-being,” she adds.
“Clearly communicating work hours, encouraging regular breaks and supporting employees in taking paid time off can reduce pressure to perform and promote a healthier work environment. These measures help employers build a culture where employees feel engaged, supported and motivated.”
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