"fauxductivity," is the latest term for describing employees appearing to be busy without actually being productive. It highlights the growing obsession among employers, to monitor staff productivity, especially in remote and hybrid work environments.

Of course, many managers believe fauxductivity is common, a significant portion of employees deny engaging in it, suggesting that these perceptions might just be another way for managers to label low productivity as this new phenomena, while it actually suggests that fauxductivity may reflect deeper workplace issues rather than employee laziness. I would suggest that employers with a high level of ‘fauxductivity’ look at their workplace culture and the level of trust within the organisation. Let’s advocate for a shift in workplace culture towards trust, flexibility, and a focus on meaningful outcomes rather than mere visibility.

In the main article, I emphasises that while instances of fraudulent employee behaviour does exist, the broader issue is one of visibility becoming a "new currency of trust" in the workplace. I suggest that work activity is often viewed in binary terms—either working or not working—which can obscure the real underlying issues. This culture of surveillance can negatively impact employee motivation and trust, rather than simply being a reflection of worker behaviour. Addressing this disconnect between management and employees is crucial, as excessive monitoring may exacerbate feelings of mistrust and disengagement.

Ultimately, I advocate for a more nuanced understanding of productivity that takes into account the diverse ways employees engage with their work.

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