Traditional productivity metrics are used by many companies to assess the value that employees bring to the organization. These tangible, quantifiable, results-based measurements include work quality and output, efficiency, and the number of projects completed on time and on budget. Some managers rely solely on these metrics to determine promotions, salary increases, and performance bonuses.

However, some companies and managers take this too far. It becomes problematic when the number of hours an employee works or is available is seen as a measure of productivity and, therefore, their value to the firm.

Take the recent example of Qu Jing, former head of public relations for the tech giant Baidu. After videos were made public of her glorifying an always-on, work-till-you-drop culture—including statements such as, “Don’t expect weekends off,” and, “Keep your phone on 24 hours a day, always ready to respond”—she faced intense backlash, with many describing her management style as toxic. Qu eventually issued a public apology and left the company.

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