There are some terrific — and scary — anecdotes in “Making It on Broadway: Actors’ Tales of Climbing to the Top,” a book by David Wienir and Jodie Langel. One intriguing aspect is how many actors in ensembles are so bored that they end up goofing off as a way of keeping their sanity.

This usually happens when the performers are told exactly what to do, and treated more as breathing scenery rather than actors. One anecdote describes an actor from the barricade in “Les Miserables” talking on a cell phone during a confrontation between Jean Valjean and Inspector Javert. Another describes how people would try to sneak into scenes they weren’t supposed to be in — or sneak out of ones they were supposed to be in.

Those are consequences when people feel they’re stuck in dead-end, mindless jobs. There aren’t many alternatives for actors who aren’t stars and want to stay on Broadway.

Workers in all sorts of jobs can feel the same way. For whatever reason, they feel trapped, but the job becomes so routine that the energy simply isn’t there.

If you manage workers like them, ask yourself and the workers several questions: Do their opinions seem to count? Do they feel appreciated? Can the jobs be changed to make them more challenging or more fun? Would reassigning people make them happy or angry?

When Southwest Airlines hires baggage handlers, for example, it involves future colleagues in the process. That helps ensure the new people will be pleasant to work with, which helps morale. It won’t make the job scintillating, but makes the environment better.

Surprising workers with bonuses for doing a “routine” job well can work wonders. If people know that someone cares about their work, the change in attitude can work wonders.