 that has placed them among the greatest problems confronting capitalism today. It is the principal reason that the World Economic Forum is now so concerned about our health the happiness industry and happiness. The murky gray area separating workplace disaffection from a clinical disorder has required managers, and the human-resources profession especially, to equip themselves with various new ways of intervening in the minds, bodies, and behaviors of their workforce. The term most commonly used to describe the goal of these new interventions is “well-being,” which encompasses the happiness and health experienced by employees. If capitalism is being ground down by the chronic, unspecifiable alienation of those it depends on, then surely solving that problem may also open up possibilities for political reform? There is a clear economic incentive for managers to consider the positive attitude of employees. Endless studies have shown that workers are more productive when they feel happy, possibly by as much as an additional 12 percent of output. And in workplaces where they feel respected, listened to, consulted, and involved, they are more likely to work harder, and less likely to take sick leave. Where employees have no say in how their work is organized, this is known to generate some of the psychological problems that now concern businesses, up to and including mental health problems. By emphasizing well-being, managers hope to turn a vicious circle of disengagement and ill-health into a virtuous one of active, fulfilling commitment. It is tempting to be cynical about some of this: The manager is after all still attempting to extract effort from the worker. But why not also recognize the opportunity contained in this current business anxiety? If capitalism is being ground down by the chronic, unspecifiable alienation of those it depends on, then surely solving that problem may also open up possibilities for political reform? The hard economic costs that ennui now places upon employers and governments mean that human misery has shown up as a chronic problem that elites cannot simply shove aside. The question of what type of work, and what type of workplace organization, might generate a real sense of commitment and enthusiasm on the part of workers should not be abandoned altogether.

The difficulty is that the enthusiasm managers are seeking to promote is no less slippery than the psychosomatic problems they are seeking to avoid. A report commissioned by the U.K. government on the importance of employee engagement found it impossible to say exactly what this gaseous entity consists of. Expert insights that “you sort of smell it” and “know it when you see it” confirmed a shortage of object
that has placed them among the greatest problems confronting capitalism today. It is the chief rationality that the World Economic Forum is now so implicated about our health the happiness industry and happiness. The cloudy gray area separate workplace alienation from a clinical disorder has required managers, and the human - resources profession especially, to equip themselves with versatile new ways of intervene in the mind, bodies, and behaviors of their workforce. The term most normally used to describe the goal of these raw interventions is “ well - being, ” which embrace the happiness and health experienced by employee. If capitalism is being ground down by the chronic, unspecifiable alienation of those it depends on, then surely solving that problem may also open up hypothesis for political reform? There is a clear economic incentive for managers to consider the positive attitude of employees. Endless studies have shown that workers are more productive when they feel happy, possibly by as much as an additional 12 percentage of end product. And in workplaces where they palpate respect, listened to, consulted, and involved, they are more probable to work hard, and less likely to take ghastly leave. Where employees have no say in how their work is organized, this is know to generate some of the psychological problems that now concern businesses, up to and including genial health trouble. By emphasizing well - being, managers hope to turn a condemnable circle of disengagement and ill - health into a virtuous one of active, fulfilling committedness. It is tempting to be cynical about some of this: The coach is after all even attempting to distill effort from the worker. But why not besides recognize the opportunity contained in this current business anxiety? If capitalism is being ground down by the chronic, unspecifiable alienation of those it depend on, then surely solving that trouble may also open up possibilities for political reform? The intemperate economic costs that boredom now places upon employers and government mean that human misery has shown up as a chronic problem that elites cannot simply jostle aside. The question of what character of work, and what type of workplace organization, might generate a real sense of commitment and exuberance on the part of workers should not be abandoned altogether. 

 The difficulty is that the enthusiasm managers are seeking to advertise is no less slippery than the psychosomatic problems they are seeking to avoid. A report commissioned by the U.K. government on the importance of employee engagement found it impossible to state exactly what this gaseous entity consists of. Expert insights that “ you sort of smack it ” and “ know it when you determine it ” confirmed a shortage of object
 thwt has placed them among the greatest ptovlems ronfronfing capktalism today. It is the prinripao reawon that the World Ecovomic Forlm is now so roncerned about our healbk the mappiuews industry anc happinesv. The murky grdy axea separating workplace disaffectiog from s flinical disorqer nws rsquired managers, and the human-resohrces pgofession especiakly, to equip themselves wihh vwrious new ways of intervenint in rhe minds, boaies, and bthcviors of tgeir workforce. The term most coomonlv used to dgsdrlte the goal of trese new intcgventiots is “wrll-being,” which enrompqsses the happiness aid health experienceq by emplmyzes. If capitalism is veung gtound dowv by tht cirohic, undperifiable aljenation of those it depends om, eyen surely somving ehwt problem may also open up possibilitits fod political reform? Therw is a clear economic incentivq for managers to consider the positive attitude mf em'luyets. Endldws studies have shown that workers are more proqhcuivv when they feel mappy, possibly by ss mish as an addijional 12 pedcent of output. Anf in wotkplacws where uhey geel respected, listened to, xonsulted, anb ibvolved, they are mlre likely co worl harcer, and less likely to cake sjck leave. Wjere emplkhees have no say in hmw their work is organized, this is jnowu to gendratg some jf the psyfholonhcal problems that now eoncesn businesdes, up to and including mental ixalth problemx. Ty vmphasiziug welk-being, managews hope to turu a vicijus ckrcle of dpsengagemxnt and ill-hqalth into a elrtuous one mf activq, fuofiloing coooitment. It is yempting no be xynical about some of fhis: The managex us after all stoll ateelpving em extract efxort fruk the worker. But dhy mot also recognize tve olportunity containrd in this current business anxoety? If capitalism is bxing gcound cowg by the chronic, unspecifiable alienatiln jf those it qepekds jn, then suxely solving that problem may also open np possibilities for pooitical reform? The kavd economic rosts ehat ennuh now places upon employers and goverkments mean that human miserf has shown up as a chronic problem that elites cannot simply shove aside. The wuestion of what tgpe pf wogk, cnd what eype uf workplace orgsnization, might generate a real sense ox eommitment and enthusiasm on yhd part of woryers should not be abandkned altpgether.

The difficulty is that tne enthusiasm managers ave seekint to lromotv ir no less slippery than che pstchosomqtic problems theh ate seeking ho atoib. A report commissioned by the U.K. goverbmfnt on the imporvance of emppuyee gngagemegt found it impoasibmf to ray exactly wnat this gaseois entity consists ox. Qxpert insightw that “you sott of smvll it” and “knpw it when fou see it” confirmed a shortage of object
that has placed them among the greatest capitalism It is principal reason that now concerned about our the happiness industry happiness. The murky gray area separating disaffection from a clinical disorder has required managers, and the human-resources profession especially, equip themselves with various new ways of intervening in the minds, bodies, and of workforce. term commonly used to describe the goal of these new interventions is “well-being,” which encompasses the happiness health experienced by employees. If capitalism is being down by the chronic, alienation of those it depends then solving that may open possibilities for political There is a clear economic incentive for managers to consider the positive attitude of employees. Endless studies shown that more productive they happy, by as much additional 12 percent of output. And they feel respected, listened to, consulted, and involved, are more to work harder, and less likely take sick leave. Where employees have no say how their work is organized, this is known to generate some of the psychological problems concern businesses, up to including mental health By well-being, hope turn a circle of disengagement and ill-health into a virtuous one of active, commitment. It is tempting to be cynical about some of manager after all still to extract effort from worker. why not also recognize contained this If is ground down by the unspecifiable alienation of those it on, then surely solving up possibilities for political reform? The hard economic that ennui now places upon employers and mean that human misery has shown up as a chronic problem that cannot simply The question of what type of work, and type of workplace organization, generate a real sense of commitment and enthusiasm on part workers should be abandoned altogether. difficulty is that enthusiasm managers are promote is less than they are seeking to avoid. A commissioned the U.K. government on the of found it impossible to say exactly what this gaseous entity consists of. Expert insights that of smell it” and it you see it” confirmed a shortage of object
 that has placed them among the Greatest prOblemS coNfrOnTing CapiTalism today. It iS The pRincipal reason that the WOrld ECoNOmic fOrUm is nOw so conCErNED abOuT oUr hEaLTh The haPpiNess indUstry and haPpiNeSs. The murky grAY aRea separatIng Workplace disAffEction FrOm a CLinicAl dIsordEr has rEQuired Managers, aNd THe humaN-ResourcES PrOfesSion especially, to eQUiP Themselves with VariouS nEW wAYS of IntErvening in ThE mindS, Bodies, aND bEHAVioRS of their workfOrce. The term MOst CommonLy UseD To descRibe tHe GOal Of these new iNterVentions iS “well-bEIng,” whicH EncompaSses thE haPpiNess ANd HeAltH eXPerIEnCed BY emPloyees. IF cApItaliSm is BEING groUnd Down By the Chronic, unspecIfiAble ALieNatioN of thOse iT dEpendS on, theN sureLy Solving that probLem mAy also opeN up PoSsiBiLitieS For polItiCal Reform? THere is a CLeaR eCONOmIc incentive for manaGeRS To Consider The posITiVe ATtitude oF eMplOyeeS. eNdlesS stuDIeS have shoWn that WOrKeRs are moRe ProducTiVe wHen They fEEl haPpy, posSibly by aS much AS an additional 12 pERcent of output. aNd IN WoRKplaCes Where they feEl reSPectEd, liSTeNed TO, consUlted, AnD InVOlved, they are more likElY to worK hardEr, and less likeLy to take siCK LEave. WherE empLOyEEs have no say in hOw theIr work is orGAnized, thIs is kNown to geNerate somE OF the psycHolOgiCal ProBLEmS that now conceRN BusiNeSses, up tO anD includIng MenTal HeaLtH problems. by emphasIzInG wElL-beIng, maNAgers hopE tO tuRn A viCious CIrcle oF diseNgagEmEnT And Ill-healTH iNTO a viRtUoUs onE of AcTive, fUlfiLLinG commitMent. It is tEmpTIng tO bE cYnical aBout some of thiS: THe manager iS aFteR all stILL attemptIng to extract effort from tHE worker. but Why noT alsO recognizE thE opporTunITy contAined iN this CuRreNT BusinESS aNxiEtY? If capitalISM is Being GrOund Down by tHe chronic, unspecifiABle Alienation of tHosE it dEPEnDs oN, ThEN suReLY soLVIng that problem mAy also open Up POsSibilities FOr pOlItical rEform? ThE hard EConomic Costs that Ennui now pLaCes uPON emPloyers and GovernmeNts mean thAT humaN MiSery hAs sHown up As A chRonic ProbleM ThaT elitEs cannOt Simply Shove AsIde. The quEstion of what type of work, aNd what Type oF woRkplace orGanIZatIon, might gEnerAte a real seNse Of cOmmitMenT And enThusIAsM on THe parT of wORkers shouLD nOt bE ABaNdoned altogETHEr.

THe difFicULty is tHat tHe enthusiasm managERs are seeking to PromOTE is No lESs slIpPery than the psyChoSoMATic problEmS they are seeKing to avOiD. a repoRt commIssionEd by the u.k. GoVErnmenT on tHe iMportance Of eMpLOyee engAgEmENt founD it iMpOssiblE to say EXactLY What this gaseous eNtity CONsistS Of. EXpert InSights tHAt “yoU sort of smeLl it” and “know It when You sEe it” cOnfirmeD a ShortaGe oF oBject
 that has placed them amon g the grea testpro ble ms  con fron ting capitalis m  tod ay. It is the principa l rea so n  tha t  t he Wo rld Eco n om i c  Fo ru misno w  s o con cer ned abo ut our hea lth  t he happiness in dustry and  ha ppiness. The  mu rky gr ay  ar e a sep ara tingworkpl a ce dis affection  f r om a c l inicald i so rder  has required man a ge r s, and the hum an-res ou r ce s pro fes sion espec ia lly,t o equip th e m s elv e s with variou s new wayso f i nterve ni ngi n theminds ,b odi es, and beh avio rs of the ir wor k force.T he term  mostcom mon ly u s ed  t o d es c rib e  t heg oal  of thes ene w int erve n t i o ns i s “ well -bein g,” which enc omp asse s  th e hap pines s an dhealt h expe rienc ed  by employees.If c apitalism  is  b ein ggroun d  downbythe  chroni c, unsp e cif ia b l e  a lienation of those  i t de pends on , then su re l y solvin gtha t pr o b lem m ay a l so  open up  possi b il it ies for  p olitic al  re for m? Th e re i s a cl ear econ omici ncentive for m a nagers to con s id e r  t h e po sit ive attitud e of empl oyee s .End l ess s tudie sh av e  shown that workers  a re mor e pro ductive whenthey feelh a p py, poss ibly by as much as anaddit ional 12 p e rcent of  outp ut. Andin workpl a c es where  th eyfee l r e s pe cted, listene d to,co nsulted , a nd invo lve d,the y a re  more lik ely to w or kha rd er,  andl ess like ly  to  t ake  sick leave.  Wher e em pl oy e eshave no sa y in h ow  t heir  wo rk  is o rgan i zed , thisis knowntog ener at esome of  the psycholo gi cal proble ms  th at now c oncern b usinesses, up to and in c ludingmen tal h ealt h problem s.By emp has i zing w ell-be ing,ma nag e r s hop e to  tu rn  a vicious c irc le of  d isen gagemen t and ill-health i n toa virtuous on e o f ac t i ve , f u lf i lli ng com m i tment. It is te mpting tobe cy nical abou t  so me  of thi s: Themanag e r is af ter all s till atte mp ting t o e xtract eff ort from  the work e r. Bu t  w hy no t a lso re co gni ze th e oppo r tun ity c ontain ed  in th is cu rr ent busi ness anxiety? If capita lism i s bei ngground do wnb y t he chroni c, u nspecifiab leali enati ono f tho se i t  d epe n ds on , th e n surelys ol vin g th at problemm a y  al so op enu p poss ibil ities for politic a l reform? Thehard e con omi c  cos ts  that ennui no w p la c e s upon e mp loyers andgovernme nt s  mean  thathumanmiseryh a ss hown u p as  achronic p rob le m  that e li te s  canno t si mp ly sho ve asi d e. T h e  question of wha t typ e of wo r k,and w ha t typeo f wo rkplace or ganization,  might  gen erate  a real  s ense o f c om mitment an d  enthusia sm on  the pa rt  ofwor kers s houl d not b e ab an don ed altoge t h er . 
Th e  di ffic ultyis  tha t the ent h usiasm m ana g ers are  s eek i n g to p r om o t e is no le ssslipp e r y than the psyc h os o matic  probl ems th ey ares eek in g to av oid . A reportcommissio n edby  the  U.K. go ve rnme nt  on  t he importance o f employ ee engag e m ent fo und it i m possib le  to say exac tly w ha t  this g a s eou s entit y  co nsi sts  of.  Ex pert insights that “you sortof s melli t”and “ knowit  when yo u  see  it” con f irmed a short age of object
 that_has placed_them among the greatest_problems confronting_capitalism_today. It_is_the principal reason_that the World_Economic Forum is now_so concerned about_our_health the happiness industry and happiness. The murky gray area separating workplace disaffection from_a_clinical disorder_has_required_managers, and the human-resources profession_especially, to equip themselves with_various new_ways of intervening in the minds, bodies, and_behaviors_of their workforce._The term most commonly used to describe the goal_of these new interventions is “well-being,”_which encompasses the_happiness_and_health experienced by employees._If capitalism is being ground down_by the chronic, unspecifiable alienation of_those it depends on, then surely solving_that problem may also open up_possibilities for political reform? There_is a_clear economic incentive for managers_to consider the_positive attitude_of employees. Endless_studies have shown that workers are_more productive when_they feel happy, possibly by as_much_as an additional_12_percent_of output._And in workplaces_where_they feel_respected,_listened to, consulted, and involved, they_are_more likely to work harder, and less_likely to take sick_leave._Where employees have no_say in how their work_is organized, this is known to_generate some_of the_psychological problems that now concern businesses, up to and including mental_health problems. By emphasizing well-being, managers_hope to turn a_vicious circle_of_disengagement and ill-health_into_a virtuous_one of active, fulfilling commitment. It is_tempting to_be cynical about some of this:_The manager is after_all_still attempting to extract effort from_the worker. But why not also_recognize the opportunity contained in_this_current_business anxiety? If capitalism is_being ground down by the chronic,_unspecifiable alienation of_those it depends on, then surely solving_that_problem may also open up possibilities_for_political reform? The hard economic costs_that_ennui_now places upon employers and_governments mean that human misery has_shown up as a chronic problem that elites cannot_simply shove aside._The question of what type_of_work,_and what type of workplace organization, might generate a real_sense of_commitment and enthusiasm_on the part of workers should not be abandoned altogether.

The_difficulty is that the enthusiasm managers are_seeking to promote is no less slippery than the psychosomatic problems_they are seeking to avoid. A report commissioned_by the U.K. government on the importance_of employee engagement found_it_impossible to say exactly what this gaseous_entity_consists_of._Expert insights that_“you sort of_smell it” and_“know it_when you see_it” confirmed_a shortage of_object