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Note: This is part one of a two-part series discussing the concept of “performance punishment” that has recently gained popularity. This article provides tips for employees who are navigating this issue. Read about tips for managers to avoid this practice here.
You’re a high performer at work. You care about your job and do it well. You always make deadlines, and you approach projects — even the occasional last-minute one — with optimism and a can-do attitude. It seems there should be some serious rewards for your work ethic, but the reality is that sometimes your over-achieving tendencies earn you an overflow of work. Suddenly, your colleagues are leaning on you to take the lead on that last-minute report the dean asked for, you’re the default fill-in when there is a job vacancy in your department, and you’re “voluntold” to be on committees despite other commitments.
This phenomenon can be referred to as “performance punishment.” Personally, I think punishment is a strong word. Similarly, for some of you, it may not accurately describe your feelings toward what’s happening. Instead of feeling like you’re being punished, you may simply feel overwhelmed and disappointed in yourself for struggling to live up to your manager’s expectations. What may have started out as exciting challenges and opportunities to further your career could now be taking a toll. You may even recognize your manager’s good intentions and reasons for loading you up with assignments but are in dire need of help managing your workload. For clarity and simplicity here, I’ll use “performance punishment,” but I understand it may not resonate with everyone.
If you find yourself in this situation, you’re at high risk for burnout and may wind up looking for a new position even if you love the work you’re doing, enjoy your colleagues, and believe in your institution’s mission and vision. Let’s look at why performance punishment happens, the signs, and what you can do to protect yourself and your sanity. (For those of you reading this who are in a leadership position, we encourage you to consider whether you are asking too much of your high achievers.)
Why It Happens
It’s human nature to turn to your friends, family, and colleagues who are reliable, so it’s only natural for managers and leaders to lean on their employees who have proven their capability. Yet, it unavoidably and unequivocally creates an undue burden on those who do their jobs well.
“While it is generally recognized that your supervisor is recognizing your ability, the committees/reports are often time-consuming and arduous,” explains E. Scott England, Ph.D., an assistant professor of education leadership at the University of Maryland Eastern Shore. “This is the same whether it is a standing committee or an ad hoc. The time given always outweighs any potential benefit. Often performance punishment comes in the form of past exemplary performances. Someone who succinctly delivers an update or report is often viewed as the go-to spokesperson the next time a report is needed. The same [happens] with committees. Someone who delivers an outstanding contribution is remembered for the next time a new committee must be pursued. The thinking is that people appointing the committees want people who deliver results. The thought is never I’m punishing someone for their performance.”
What Performance Punishment Looks Like
Many of us have a small line on our job description that reads “other duties as assigned.” From time to time, you may be expected to take on an extra task, but performance punishment may entail an unreasonable number of “other duties” without consideration for your current workload and availability.
Other signs might include:
- Being assigned more work than other equal-rank employees.
- Being the default choice when a priority project comes up.
- Clear recognition and praise for superior work (in conjunction with extra assignments).
What You Can Do
Though your position and career level may dictate some of your options, here are some possible solutions.
- Know your workload. One way to get familiar with your workload is to use a time tracker, says a higher ed employee who left a job due to performance punishment and wishes to remain anonymous. If you feel your workload is unreasonable, start tracking time so you can understand (and prove) how long your assigned tasks take. The next time you’re approached with additional work, you’ll be able to justify your choice with numbers. Data speaks volumes, and it’s hard to argue with.
- Be transparent and advocate for your best interests. Once you’re armed with data, you can speak confidently about the impact of taking on another assignment. Saying no can be difficult but being clear about why you’re saying it can help your manager or colleagues see your side. England recommends “highlighting other projects that are ongoing and why these commitments could prevent you from giving your best work to the newly assigned task.”
- Learn to compromise. Saying no can get sticky for faculty working toward tenure. “Setting boundaries greatly depends where you are in the promotion and tenure process,” England admits. You may fear that turning down extra work could cast you in a negative light, so perhaps a compromise is more suitable. Instead of chairing a committee, you might propose serving as a co-chair. Similarly, for other tasks, you might propose what you feel you are able to contribute.
- Prioritize. The reality is that some extra duties may be more appealing and beneficial for your career than others. Though extra work can feel like a punishment, it is also an opportunity to develop your skills and advance your career. If you can afford to be choosy, do it. Take advantage of the opportunity to pick the extra roles that matter to you. Paul Savory, Ph.D., a senior consultant at Twokin Consulting LLC, who has nearly 30 years of experience working in higher ed, shares how he evaluates these opportunities. “As I have advanced in my career,” he says, “my rule of thumb regarding accepting ‘additional duties as assigned’ is that it must meet at least one of four criteria: 1) It is something I enjoy and have passion for, 2) It is an opportunity that will allow me to grow personally or professionally, 3) It will help me advance in my career through the connections I will make or the title I will have, and 4) It is financially advantageous. In a perfect world, an opportunity would satisfy all four. In reality, it is usually only one or two.” Determine your own criteria for deciding when to partake in something you’ve been voluntold for.
- Consider other opportunities. If you have exhausted all other options, it may be time to start exploring available opportunities. “It never hurts to know your market value and to build it through networking, job searches, and professional development,” says the anonymous higher ed employee mentioned above. “You’ll be less likely to accept abuse from employers when you have other equally good, if not better, options lined up.” There is value in passive job seeking and keeping your eye open for opportunities for growth and career advancement. Don’t settle for something that isn’t working for you.
How have you personally dealt with performance punishment? Are there other strategies for dealing with it that aren’t mentioned here? Comment below, but please remember to be kind. As mentioned above, managers and leaders who “punish” their high performers may just be misguided.
Disclaimer: HigherEdJobs encourages free discourse and expression of issues while striving for accurate presentation to our audience. A guest opinion serves as an avenue to address and explore important topics, for authors to impart their expertise to our higher education audience and to challenge readers to consider points of view that could be outside of their comfort zone. The viewpoints, beliefs, or opinions expressed in the above piece are those of the author(s) and don’t imply endorsement by HigherEdJobs.
