It's not a failing to be introverted and not desire attention/spotlight.
> If she made sure to inform what is she fixing, management would appreciate her more.
Most people usually get annoyed when you tell them what you're doing for them.
It is a failing if you care about getting recognition. Self-promotion isn't the only reason for recognition. For instance you might want to promote proactive maintenance instead of reactive repairs.
> Most people usually get annoyed when you tell them what you're doing for them.
That is very different from my personal experience.
"Dave" got all the hero credit and "Amy" was deemed as nothing more than someone average at her job.
While peers might now "Amy" is the real hero, non-technical people don't grasp that very well. And unfortunately normally those are the managers and executives.
This could be also a failing to communicate effectively. Us developers sometimes have a hard time translating:
"the join duplicates records because X table has duplicate values in Y field. We need to add a unique key constraint to it and catch the exception in module Z"
into
"your report has duplicated products because someone captured the serial number twice. I'm going to add the missing validation so this doesn't happen again".
I think polishing or even refactoring an existing solution that now has well defined and understood required features, corner cases, and quirks will always be vastly easier than the unknowns involved in building something from scratch.
There are nefarious managers, but most times it's our own failings to communicate that makes us invisible.