[CuriouslyC]

A programmer's job is to deliver business value to their employer. If you're slowing down PR turnaround by mindlessly auto-rejecting on stuff that the suits don't care about, you better have a rock solid case for why that is going to deliver business value down the line, otherwise you're actively sabotaging your employer to bikeshed your personal preferences, which is the hallmark of a bad employee.

Rejecting an obviously bad PR after scanning the code quickly is one thing, burning business cycles on PR turnaround/latency to bikeshed bookkeeping without spending any time on the actual value producing portion of the PR is just bad. At the minimum you wasted an opportunity to give feedback on the proposed solution, thus probably necessitating another round of reviews, with the associated org latency.

[skydhash]

In most business settings, the ticket is the unit of value to the business. If a ticket is to big, the best way is to split it into several ticket. Then you create a PR for each. There can be some automation that update the status of the ticket alongside the PR. Splitting a PR futher into commits doesn’t make any sense, because the whole business operates with tickets.

When I do it, it’s for my convenience. I expect the reviewer to review the diff at the PR level, not at the commit level. And when it’s approved, I’ll squash and merge, because only the whole PR matters.

When the commit is the unit of work (email workflow) I curate locally.

[account42]

You are assuming that the only thing the business in question cares about is moving fast without any consideration for long-term health. I'd consider that a bad place to work at.