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Simply defined, gamification is the use of game elements – point-scoring, levels, competition with others, measurable evidence of accomplishment, ratings and rules of play – in non-game contexts. Games deliver an instantaneous, visceral experience of success and reward, and they are increasingly used in the workplace to promote emotional engagement with the work process, to increase workers’ psychological investment in completing otherwise uninspiring tasks, and to influence, or “nudge”, workers’ behaviour.

According to Burawoy, production at Allied was deliberately organised by management to encourage workers to play the game. When work took the form of a game, Burawoy observed, something interesting happened: workers’ primary source of conflict was no longer with the boss. Instead, tensions were dispersed between workers (the scheduling man, the truckers, the inspectors), between operators and their machines, and between operators and their own physical limitations (their stamina, precision of movement, focus). The battle to beat the quota also transformed a monotonous, soul-crushing job into an exciting outlet for workers to exercise their creativity, speed and skill. Workers attached notions of status and prestige to their output, and the game presented them with a series of choices throughout the day, affording them a sense of relative autonomy and control. It tapped into a worker’s desire for self-determination and self-expression. Then, it directed that desire towards the production of profit for their employer.

Former Google “design ethicist” Tristan Harris has also described how the “pull-to-refresh” mechanism used in most social media feeds mimics the clever architecture of a slot machine: users never know when they are going to experience gratification – a dozen new likes or retweets – but they know that gratification will eventually come. This unpredictability is addictive: behavioural psychologists have long understood that gambling uses variable reinforcement schedules – unpredictable intervals of uncertainty, anticipation and feedback – to condition players into playing just one more round.

Gamification is the application of game elements into nongame spaces. It is the permeation of ideas and values from the sphere of play and leisure to other social spaces. It’s premised on a seductive idea: if you layer elements of games, such as rules, feedback systems, rewards and videogame-like user interfaces over reality, it will make any activity motivating, fair and (potentially) fun. ‘We are starving and games are feeding us,’ writes Jane McGonigal in Reality Is Broken (2011). ‘What if we decided to use everything we know about game design to fix what’s wrong with reality?’

But gamification’s trapping of total fun masks that we have very little control over the games we are made to play – and hides the fact that these games are not games at all. Gamified systems are tools, not toys. They can teach complex topics, engage us with otherwise difficult problems. Or they can function as subtle systems of social control.

The problem of the gamified workplace goes beyond micromanagement. The business ethicist Tae Wan Kim at Carnegie Mellon University in Pittsburgh warns that gamified systems have the potential to complicate and subvert ethical reasoning. He cites the example of a drowning child. If you save the child, motivated by empathy, sympathy or goodwill – that’s a morally good act. But say you gamify the situation. Say you earn points for saving drowning children. ‘Your gamified act is ethically unworthy,’ he explained to me in an email. Providing extrinsic gamified motivators, even if they work as intended, deprive us of the option to live worthy lives, Kim argues. ‘The workplace is a sacred space where we develop ourselves and help others,’ he notes. ‘Gamified workers have difficulty seeing what contributions they really make.’

What these individuals are not doing is clear enough, says Erik Hurst, an economist at the University of Chicago, who has been studying the phenomenon. They are not leaving home; in 2015 more than 50% lived with a parent or close relative. Neither are they getting married. What they are doing, Hurst reckons, is playing video games. As the hours young men spent in work dropped in the 2000s, hours spent in leisure activities rose nearly one-for-one. Of the rise in leisure time, 75% was accounted for by video games. It looks as though some small but meaningful share of the young-adult population is delaying employment or cutting back hours in order to spend more time with their video game of choice.

People work for many reasons – to occupy their time, to find purpose in life and to contribute to society, among other things – but the need to earn money typically comes top of the list. Money puts food on the table, clothes in the wardrobe and a roof overhead. Yet these days, satisfying those needs in the most basic way does not take an especially large income, particularly for those with the option of depending on family members for assistance. The reason to work harder and earn more than the minimum needed to survive is, in part, the desire to have something more than the bare necessities – nice meals, rather than the cheapest calories available, a car, holidays abroad, a home full of books and art. Much of the work we do is intended to earn the money to afford a few luxuries to add to our comfort and enrich our lives.Yet we face a trade-off. The harder we work, the less time we have to enjoy the luxuries our labour affords us. The more lavish the luxuries we seek, the more we must earn to acquire them, and the longer and harder we find ourselves working.

Stand back, however, and the implications are far more substantial than this. One can just about spot the vision of a distant, near-workless future in the habits of young gamers. If good things in life can be had for very little money, then working hard to have more than very little money looks less attractive. The history of the industrial era has been one in which technology has reduced the proportion of income devoted to necessities like food while providing vast new possibilities for consumption. As this happened, the hours worked by the typical person declined.