When Eliza, a marketing manager, returned from holiday, she was asked for a meeting at her boss's office. She was informed of a company restructure. Someone else would take over her tasks, and she was asked not to go to office, but to work \_41\_ in a new role. In the weeks that followed, Eliza's professional life became much quieter. Her main duties now were simply sending occasional email and completing the odd routine work from home. A month later, she quit. "It was \_42\_,” she said. "I was made to feel worthless. I'd rather have been just fired on the spot than have to go through that." The phenomenon of \_43\_ employees slowly is dubbed “quiet firing.” To avoid a hard conversation, employers choose to \_44\_ workers and make their lives difficult. But quiet firing often creates even greater harm. It fails to create an inclusive workplace culture. It can affect a firm’s \_45\_ for workers departing may share their experience in an online review. Worse yet, it may have a negative impact on one’s well-being. Quiet firing may be the easiest option for bosses, but it's not a good solution for firms or workers.