 their jobs. Gallup conducts frequent and wide-ranging studies in this area and has found that only 13 per cent of the global workforce is properly “engaged,” while around 20 percent of employees in North America and Europe are “actively disengaged.” They estimate that active disengagement costs the U.S. economy as much as $550 billion a year. Disengagement is believed to manifest itself in absenteeism, sickness and—sometimes more problematic—presenteeism, in which employees come into the office purely to be physically present. A Canadian study suggests over a quarter of workplace absence is due to general burnout, rather than sickness. Resistance to work no longer manifests itself in organized voice or outright refusal, but in diffuse forms of apathy and chronic health problems. Few private-sector managers are required to negotiate with unions any longer, but nearly all of them confront a much trickier challenge, of dealing with employees who are regularly absent, unmotivated, or suffering from persistent, low-level mental-health problems. Resistance to work no longer manifests itself in organized voice or outright refusal, but in diffuse forms of apathy and chronic health problems. The border separating general ennui from clinical mental-health problems is especially challenging to managers in 21st century workplaces, seeing as it requires them to ask personal questions on matters that they are largely unqualified to deal with.

Lack of engagement from the workforce also registers as a problem for governments, inasmuch as it bites into economic output, and in doing so hits tax receipts. In societies with socialized health insurance and unemployment insurance, the problem is far more serious. There is a growing economic problem of individuals dropping out of work due to some often ill-defined personal and intangible problem, then gradually sinking into a more generalized inactivity. These people may show up at the doctor’s office on a regular basis, making complaints about undiagnosable pains and problems. This is often because they have nobody else to speak to and are lonely. Unemployment undermines their sense of self-worth, and inactivity brings various other psychosomatic problems with it. A general deflation of psychological and physical capacity is the end result, which in many societies produces costs for the state to pick up. The causes of mental-health problems are obviously complex and do not lie simply in the economy any more than they do in brain chemistry. But it is the way in which these problems manifest themselves in the workplace, threatening productivity as they do so,
their jobs. Gallup conducts frequent and wide - ranging studies in this sphere and has discover that only 13 per cent of the ball-shaped workforce is by rights “ engaged, ” while around 20 percentage of employees in North America and Europe are “ actively disengaged. ” They estimate that active detachment cost the U.S. economy as a lot as $ 550 billion a year. Disengagement is believed to manifest itself in absenteeism, sickness and — sometimes more debatable — presenteeism, in which employees come into the office purely to be physically present. A Canadian study propose over a quarter of workplace absence is due to general burnout, quite than sickness. Resistance to work no longer manifests itself in form voice or outright refusal, but in diffuse forms of apathy and chronic health problems. Few private - sector managers are command to negotiate with unions any longer, but nearly all of them confront a much trickier challenge, of dealing with employees who are regularly absent, unmotivated, or suffering from persistent, low - level mental - health problems. Resistance to work no longer manifests itself in form voice or outright refusal, but in diffuse forms of apathy and chronic health trouble. The border separating general ennui from clinical genial - health problems is particularly challenging to managers in twenty-first century workplaces, seeing as it requires them to ask personal questions on matters that they are largely unqualified to deal with. 

 Lack of engagement from the workforce also register as a trouble for government, inasmuch as it bites into economic output, and in doing so stumble tax receipts. In societies with socialized health insurance and unemployment policy, the problem is far more serious. There is a growing economic trouble of individuals dropping out of work due to some often ill - defined personal and intangible trouble, then gradually sinking into a more generalized inactivity. These people may show up at the doctor of the church ’s office on a regular footing, making complaints about undiagnosable pains and problems. This is often because they receive nobody else to speak to and are lonely. Unemployment undermines their sense of self - worth, and inactivity brings various early psychosomatic problems with it. A general deflation of psychological and forcible capacity is the end result, which in many society produces costs for the state to foot up. The causes of mental - health problems are obviously complex and do not lie simply in the economy any more than they do in brain chemistry. But it is the direction in which these problem manifest themselves in the workplace, threatening productivity as they do so,
 thfir jobs. Gallup conducts frequent and wnee-rangmng stusies in ghis area and has found that obly 13 kvr cent of the global workforcv is propwrly “wngaged,” whmme aroukb 20 pedgent mh employees in Korth Ameriwa and Europe drd “cctively disengaged.” They estimate thwt actife disengagement cosus ehe H.S. economy as much as $550 billion a ysar. Distngagement is belirved to manifest itself in absfnteeism, sickness wnd—sometimew moww problematiz—presenteepvm, in whicg employees come into the officd purzly to be pyywicwnly present. A Cagadian study suggestv over s quarter of wprk'lacw absence is due to gxneral burnout, rathet than sicnnzss. Resistance to worj bo lotger mankdesgs jtxemf in lrgenized voics or outrigyt refusal, but in dofslxe forms of zpathy agd chronic health problems. Few private-stctor managers are required ro negotiate with unilns any ljnger, but nearly all of them confront a much tricnier rhxlltnnc, of eewling with employees who are regularly absent, hnkonivated, or sufferlng from persisteny, poe-jevel mental-hgalth pxkbmems. Resistance to work nj lonter maniftsts otself in organized voice oe outright rvfusql, but in diffuse yorms of apachy anc chrpnic health problems. Thz bordsr separatijg generam ennui from clinkcak kental-health problems is efpecially chaklengine to managqrs in 21st fentuvf workplaces, seeinh as nt rexuires thel to ask personal questions on matters that tnef age largelv unquslified to dewl with.

Lack of engageient wrom the wkrkforcx also regiseers as a protpem for govecnments, igasmych qs it bkges into econokic outpun, cnd in doung so hits tax regeiptr. In societies wnuh wocialized healyh knstrwnre anq unemploymend inrurxmce, tfe problem ls war kore serious. There iv a frowing economic ptonlem of ibdividuajs dropping oit of work due to dome mftxn ill-cefyned personal and intangible pdoblem, thfn nradually sinhing into a more generalized inactivity. These people mab show up at the doctot’s office on a regulat bssis, making compjaints abmut undiagnosable pauns and problems. Uhis is often because tgey haee nohody else to speak to and are lonely. Unemployment undermines their sense if selh-wjrth, and inzctifity trnngx varijus lvher psychosomatib problems with it. A general defuation ox 'sychological and physical calazity is the evd result, which in many aocietiex produces costs for the state yo pick up. The causes of mental-hwalth problvjs are obviously comllex aud do bot lie simily in the ecovomu wny more hhan tkey do in brain chemistry. But it us the wwy in which thesx problems mwkifest themsglves in the workllacs, thrextening produvtivity as theu do so,
their jobs. Gallup conducts frequent and wide-ranging this and has that only 13 workforce properly “engaged,” while 20 percent of in North America and Europe are disengaged.” They estimate that active disengagement costs the U.S. economy as much as billion a year. Disengagement is believed to manifest itself in absenteeism, sickness and—sometimes problematic—presenteeism, which come the office purely to be physically present. A Canadian study suggests over a quarter of workplace is due to general burnout, rather than sickness. to work no longer itself in organized voice or refusal, in diffuse of and health problems. Few managers are required to negotiate with unions any longer, but nearly all of them confront a much challenge, of employees who regularly unmotivated, suffering from persistent, problems. Resistance to work no longer organized voice or outright refusal, but in diffuse of apathy chronic health problems. The border separating ennui from clinical mental-health problems is especially challenging managers in 21st century workplaces, seeing as it requires them to ask personal questions on they are largely unqualified deal with. Lack engagement the also as a for governments, inasmuch as it bites into economic output, and in so hits tax receipts. In societies with socialized health insurance insurance, problem is far serious. There is a economic of individuals dropping out due some and problem, gradually sinking into a generalized inactivity. These people may up at the doctor’s making complaints about undiagnosable pains and problems. This often because they have nobody else to to and are lonely. Unemployment undermines their sense of self-worth, and inactivity various other with it. A general deflation of psychological and capacity is the end which in many societies produces costs for the state pick The causes mental-health problems are complex and do lie simply in any more they in it is the way in which problems themselves in the workplace, threatening as so,
 their jobs. Gallup conducts frEquent and wIde-raNgiNg sTuDies In thIs area and has foUNd thAt only 13 per cent of the globAl worKfORce iS PrOperlY “engageD,” WhILE arOuNd 20 PerCeNT oF emplOyeEs in NorTh America aNd EUrOpe are “activeLY dIsengaged.” THey Estimate that ActIve disEnGagEMent cOstS the U.s. econoMY as mucH as $550 billioN a YEar. DisENgagemeNT Is BeliEved to manifest itsELf IN absenteeism, siCkness AnD—SoMETimEs mOre problemAtIc—preSEnteeisM, In WHICh eMPloyees come inTo the office PUreLy to be PhYsiCAlly prEsent. a CANadIan study sugGestS over a quaRter of WOrkplacE Absence Is due tO geNerAl buRNoUt, RatHeR ThaN SiCknESs. REsistancE tO wOrk no LongER MANifeSts ItseLf in oRganized voice Or oUtriGHt rEfusaL, but iN difFuSe forMs of apAthy aNd Chronic health prObleMs. Few privAte-SeCtoR mAnageRS are reQuiRed To negotIate witH UniOnS ANY lOnger, but nearly all oF tHEM cOnfront a Much trICkIeR ChallengE, oF deAlinG WIth emPloyEEs Who are reGularlY AbSeNt, unmotIvAted, or SuFfeRinG from PErsiStent, lOw-level mEntal-HEalth problems. RESistance to worK No LONgER manIfeSts itself in OrgaNIzed VoicE Or OutRIght rEfusaL, bUT iN Diffuse forms of apathY aNd chroNic heAlth problems. THe border sePARAting genEral ENnUI from clinical mEntal-Health probLEms is espEcialLy challeNging to maNAGers in 21st CenTurY woRkpLACeS, seeing as it reQUIres ThEm to ask PerSonal quEstIonS on MatTeRs that theY are largElY uNqUaLifIed to DEal with.

LAcK of EnGagEment FRom the WorkfOrce AlSo REgiSters as A PrOBLem fOr GoVernMenTs, InasmUch aS It bItes intO economic OutPUt, anD iN dOing so hIts tax receiptS. IN societies WiTh sOcialiZED health iNsurance and unemployment INsurancE, thE probLem iS far more sEriOus. TheRe iS A growiNg econOmic pRoBleM OF indiVIDuAls DrOpping out oF WOrk Due to SoMe ofTen ill-dEfined personal and iNTanGible problem, tHen GradUALlY siNKiNG inTo A MorE GEneralized inactIvity. These PeOPlE may show up AT thE dOctor’s oFfice on A reguLAr basis, Making comPlaints abOuT undIAGnoSable pains And problEms. This is OFten bECaUse thEy hAve nobOdY elSe to sPeak to ANd aRe lonEly. UneMpLoymenT undeRmInes theiR sense of self-worth, and inaCtivitY brinGs vArious othEr pSYchOsomatic pRoblEms with it. A GenEraL deflAtiON of psYchoLOgIcaL And phYsicAL capacity IS tHe eND ReSult, which in MANY soCietiEs pROduces CostS for the state to picK Up. The causes of mEntaL-HEalTh pRObleMs Are obviously coMplEx AND do not liE sImply in the eConomy anY mORe thaN they dO in braIn chemiSTRy. bUt it is The wAy iN which theSe pRoBLems manIfEsT ThemseLves In The worKplace, THreaTENing productivity As theY DO so,
 their jobs. Gallup conduc ts frequen t and  wi de- ra ngin g st udies in thisa reaand has found that onl y 13pe r  cen t  o f the  global wo r k for ce  i s p ro p er ly “e nga ged,” w hile aroun d 2 0percent of e m pl oyees in N ort h America an d E uropear e “ a ctive lydisen gaged. ”  Theyestimateth a t acti v e disen g a ge ment  costs the U.S. e c on o my as much as$550 b il l io n a y ear . Disengag em ent i s  believ e dt o man i fest itself i n absenteei s m,sickne ss  an d —somet imesmo r e p roblematic— pres enteeism,  in wh i ch empl o yees co me int o t heoffi c epu rel yt o b e  p hys i cal ly prese nt .A Can adia n s t udysug gest s ove r a quarter o f w orkp l ace  abse nce i s du eto ge neralburno ut , rather than s ickn ess. Resi sta nc e t oworkn o long erman ifestsitselfi n o rg a n i ze d voice or outrigh tr e fu sal, but  in di f fu se forms of  a pat hy a n d  chro nich ea lth prob lems.F ew  p rivate- se ctor m an age rsare r e quir ed tonegotiat e wit h  unions any lo n ger, but near l ya l lo f th emconfront amuch tric kier ch all e nge,of de al i ng with employees whoar e regu larly  absent, unmo tivated, o r s uffering  fro m  p e rsistent, low- level  mental-he a lth prob lems.  Resista nce to wo r k  no long erman ife sts i ts elf in organi z e d vo ic e or ou tri ght ref usa l,but  in  d iffuse fo rms of a pa th yan d c hroni c  healthpr obl em s.The b o rder s epara ting  g en e ral  ennuif ro m clin ic al  men tal -h ealth  pro b lem s is es peciallycha l leng in gto mana gers in 21stce ntury work pl ace s, see i n g as itrequires them to ask pe r sonal q ues tions  onmatters t hat  theyare largel y unqu alifi ed  to d eal w i t h. 

L ac k of engag e m ent  from  t he w orkforc e also registers a s  aproblem for g ove rnme n t s,  in a sm u chas itb i tes into econom ic output,  a n din doing s o  hi ts  tax re ceipts.  In s o cieties  with soc ialized h ea lthi n sur ance and u nemploym ent insur a nce,t he  prob lem  is fa rmor e ser ious.T her e isa grow in g econ omicpr oblem of  individuals dropping o ut ofworkdue  to someoft e n i ll-define d pe rsonal and  in tan gible  pr o blem,  the n  g rad u allysink i ng into a mo reg e ne ralized ina c t i vit y. Th ese people  may  show up at the d o ctor’s officeon a r egu lar basi s,  making compla int sa b out undi ag nosable pai ns and p ro b lems.  Thisis oft en beca u s et hey ha ve n obo dy else t o s pe a k to an dar e  lonel y. U ne mploym ent un d ermi n e s their sense of  self - w orth, and  inac ti vity br i ngsvarious ot her psychos omatic  pro blems  with i t.  A gen era ldeflationo f psychol ogica l and p hy sica l c apacit y is t he en d re su lt,  which in m an y  s oc i eti es p roduc es  cos ts for th e  state t o p i ck up.Th e c a u ses of me n t al-healthpro blems a re obvious l y co m pl e x and  do no t liesimplyi n t he  econom y a n y  more tha n they do inbr ainchemistr y.  But  i t i sthe way in whic h theseproblems m anifes t t h emse l ves in  t he workplace , thr ea t ening p r o duc tivitya s t hey  do  so, 
 their_jobs. Gallup_conducts frequent and wide-ranging_studies in_this_area and_has_found that only_13 per cent_of the global workforce_is properly “engaged,”_while_around 20 percent of employees in North America and Europe are “actively disengaged.” They_estimate_that active_disengagement_costs_the U.S. economy as much_as $550 billion a year._Disengagement is_believed to manifest itself in absenteeism, sickness and—sometimes_more_problematic—presenteeism, in which_employees come into the office purely to be physically_present. A Canadian study suggests over_a quarter of_workplace_absence_is due to general_burnout, rather than sickness. Resistance to_work no longer manifests itself in_organized voice or outright refusal, but in_diffuse forms of apathy and chronic_health problems. Few private-sector managers_are required_to negotiate with unions any_longer, but nearly_all of_them confront a_much trickier challenge, of dealing with_employees who are_regularly absent, unmotivated, or suffering from_persistent,_low-level mental-health problems._Resistance_to_work no_longer manifests itself_in_organized voice_or_outright refusal, but in diffuse forms_of_apathy and chronic health problems. The border_separating general ennui from_clinical_mental-health problems is especially_challenging to managers in 21st_century workplaces, seeing as it requires_them to_ask personal_questions on matters that they are largely unqualified to deal with.

Lack_of engagement from the workforce also_registers as a problem_for governments,_inasmuch_as it bites_into_economic output,_and in doing so hits tax receipts._In societies_with socialized health insurance and unemployment_insurance, the problem is_far_more serious. There is a growing_economic problem of individuals dropping out_of work due to some_often_ill-defined_personal and intangible problem, then_gradually sinking into a more generalized_inactivity. These people_may show up at the doctor’s office_on_a regular basis, making complaints about_undiagnosable_pains and problems. This is often_because_they_have nobody else to speak_to and are lonely. Unemployment undermines_their sense of self-worth, and inactivity brings various other_psychosomatic problems with_it. A general deflation of_psychological_and_physical capacity is the end result, which in many societies_produces costs_for the state_to pick up. The causes of mental-health problems are obviously_complex and do not lie simply in_the economy any more than they do in brain chemistry. But_it is the way in which these problems_manifest themselves in the workplace, threatening productivity_as they do so,