hey also found that some organisations explicitly adopted divisive tactics to try to increase performance by deliberately encouraging cut-throat competition between staff members. Many had even introduced threatening consequences, such as changes in status or performance measures, for failing to meet ever-increasing targets.
Organisations that operate in this way are not considering the long-term consequences of these working practices, such as health problems, exhaustion, sleep deprivation, work–life conflict, loss of self-worth and, of course, ultimately, staff burnout. Instead, people who burn out are seen as expendable and then ultimately disposable