Quiet Quitting and Task Masking: The Hidden Threats to Workplace Productivity (and How to Fix Them)

Introduction: The Rise of Workplace Disengagement

Employee disengagement is one of the biggest silent killers of productivity today. Over the past few years, quiet quitting—where employees do only the bare minimum—has dominated workplace discussions. But now, a new variation is emerging: task masking, where employees appear busy while producing little meaningful work.

Unlike quiet quitting, where an employee openly disengages, task masking is more deceptive. Employees attend meetings, send emails, and check in online but contribute little strategic value. The illusion of productivity creates a major challenge for managers and executives who struggle to identify the issue before it affects the bottom line.

These behaviors are symptoms of deeper workplace issues: poor communication, burnout, ineffective leadership, and lack of operational efficiency.

If left unchecked, they can result in:

👎  Low employee morale and productivity
👎  Higher turnover rates
👎  Lost revenue and missed business opportunities

So, what’s really driving these behaviors? More importantly, how can organizations prevent and fix them before they spiral out of control?

The Science Behind Quiet Quitting and Task Masking

Why Do Employees Quiet Quit or Task Mask?

Both behaviors are responses to workplace dysfunction and psychological disengagement. Research shows that employees disengage due to:

• Lack of Recognition & Career Growth – A study by Gallup found that 87% of millennials rate career development as essential, yet most workplaces don’t provide clear pathways.
• Poor Leadership & Communication – Employees who feel ignored or unheard by leadership are 4.6 times more likely to disengage (Forbes).
• Burnout & Overwhelm – A Deloitte study found that 77% of employees have experienced burnout at work, leading to withdrawal from meaningful tasks.

📌 Behavioral Science Insight: According to the Self-Determination Theory (SDT) in psychology, people need autonomy, competence, and relatedness to stay motivated. When employees don’t feel control over their work or see opportunities for growth, they disengage—whether through quiet quitting or masking their inefficiency.

Real-Life Examples of Workplace Disengagement

a)                  Quiet Quitting: No One Wants to Work Hard for Nothing

The Medium article "Quiet Quitting: No One Wants to Work Hard for Nothing" delves into the growing trend of "quiet quitting," where employees perform only their required duties, rejecting the expectation to overextend without additional compensation. Some suggest the movement isn't about laziness, but instead, it’s about setting reasonable boundaries and rejecting the pervasive hustle culture. The author shares Ben's story, an employee who consistently went above and beyond without recognition or reward, leading to burnout. Ben reflects, "I realized that working harder wasn't leading to better outcomes, just more stress." The article suggests that employers should acknowledge and reward extra efforts to cultivate a motivated and engaged workforce. ​

b)                  Task Masking: The Gen Z Trend

A recent trend among Gen Z workers, known as "task masking," involves making it appear as though they are busy at work while actually doing minimal work. This behavior has emerged as a response to return-to-office mandates, with employees engaging in performative tasks to give the impression of productivity. Career experts suggest that task masking arises from a belief that presence in the office does not equate to productivity and is exacerbated by miscommunication and micromanagement. Managers have observed increased unnecessary meetings and extended time on simple tasks, signaling trust or engagement issues. Task masking may stem from burnout or insufficient work, but continuous engagement in this behavior could hinder career growth. Experts advise addressing the root causes of task masking and having open conversations with employers about work value and office presence. ​New York Post

The Economic Impact of Disengaged Employees

🚨  Lost Productivity Costs: Gallup estimates disengaged employees cost the global economy $8.8 trillion annually in lost productivity.

🚨  Increased Turnover: Disengagement leads to 4x higher voluntary turnover rates—and replacing an employee costs up to 213% of their salary (SHRM).

🚨  Wasted Resources: Unnecessary meetings, redundant emails, and fake productivity waste an estimated 21.8 hours per week per employee (Harvard Business Review).

How to Address Quiet Quitting & Task Masking In-House

While external support can fast-track engagement improvements, companies can take immediate steps to reduce these behaviors:

🚀 For Leaders & Managers:

• Assess Employee Engagement Regularly – Use 1-on-1s to detect disengagement early. Remember, your managers are your first and best temperature checks!
• Clarify Roles & Expectations – Define clear goals and set performance metrics that focus on results, not activity.
• Reduce Unnecessary Meetings – An L-12 Services client implemented a “no meetings week” at the end of every month and their productivity (and job satisfaction) SOARED.  If you can’t go quite that far, set a structure around meeting workflows so organizers must ask “does this need to be a meeting” before creating and sending an invitation.
• Create Career Growth Paths – Employees need to see a future with the company. Offer mentorship programs, leadership tracks, or skill development opportunities.
• Recognize & Reward Productivity, Not Just Activity – Shift from rewarding those who “look busy” to those who actually drive business outcomes.

Final Thoughts: The Time to Act Is Now

Quiet quitting and task masking are more than trends—they’re warning signs of deeper operational inefficiencies. Companies that fail to address these behaviors risk lower productivity, higher turnover, and lost revenue.

However, with proactive leadership and expert solutions like those from L-12 Services, organizations can reverse disengagement, create a high-performance culture, and drive long-term success.