“<i>Prevention is better than cure</i>”: challenges in engaging employees through gamification

Gupta, Manish; Behl, Abhishek; Kumar, Yln

doi:10.1108/ijm-03-2021-0172

Cited by 16 publications

(12 citation statements)

References 34 publications

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“…From a methodological standpoint the current research lacks exploratory and confirmatory approaches such as surveys and experimental studies (Polyanska et al 2022). Research should therefore provide more quantitative evidence to explore sustainable gamified applications in digital human resource management (Gupta et al 2021). Hammedi et al (2021) suggest employing a combination of methods including surveys and diary studies as well as experimental designs.…”

Section: Discussionmentioning

confidence: 99%

“…The authors recommend combining serious games with other training methods and to create a balance between face-to-face and distant-learning phases. Gupta et al (2021) focused on the challenges practitioners must overcome when their employees are using gamified applications online. Utilising flow and engagement theories, they investigated the challenges of implementing gamification in HR practices among selected Indian companies.…”

Section: Internal Gamification and Serious Games Researchmentioning

confidence: 99%

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Gamification as an Hr Tool

2022

Proceedings of the International Conferences On: Educational Technologies 2022 (ICEduTech 2022), Sustainability, Technology And

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Computer games have become an established form of entertainment in the consumer industry and are a common leisure activity in many people's daily lives. Aside of hedonistic pursuits of entertainment, games can serve other functions as well as technologies can be re-appropriated for productive use cases. This development has been summarised under the term gamification. Educational institutions, companies and associations are increasingly relying on digital games that impart knowledge and skills in an entertaining way. In general, gamification attempts to achieve or generate three main effects: Job satisfaction, engagement, and performance. From a scientific perspective it is undisputed that games, which are used as an entertainment medium in everyday life, can trigger informal learning processes. Games can be used in companies or institutions to sensitise employees to (internal) problems, strengthen the corporate culture, convey changes in sales processes or practice certain everyday behaviours. The literature review has shown that the phenomenon of gamification has become a major focal point of research and is ever growing in popularity. However, research on gamification is still facing various empirical and theoretical challenges. The field lacks a coherent framework to theoretically and empirically explain underlying psychological processes that occur when people are interacting with gamified systems. Furthermore, there is a lack of research on the contextual factors that contribute to the efficiency and the impact of gamification on employee engagement and organisational productivity. In consequence, there is a need to examine the impact of internal gamification in an organisational context, particularly by looking at the impact of gamification on employee motivation, satisfaction, productivity, and job turnover. The purpose of the paper is to study gamification and serious games in an intra-organisational context to collect and formulate recommendations for research directions and practical applications. The research is conducted by a literature review of relevant peer-reviewed empirical papers of the last five years that deal with intra-organisational gamification. The goal is to create a concise, up to date literature review on gamification and serious games with a focus on HR applications, to identify examples of driving factors, variables and best practices that can be applied in game design, gamification, and further research avenues. The theoretical framework lenses for the interpretation as well as the critique of current research is provided by the SDT-model, Flow-Theory, and the OCEAN-Model.

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Section: Discussionmentioning

confidence: 99%

Section: Internal Gamification and Serious Games Researchmentioning

confidence: 99%

Gamification as an Hr Tool

2022

Proceedings of the International Conferences On: Educational Technologies 2022 (ICEduTech 2022), Sustainability, Technology And

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“…Consequently, the findings of this review can assist game-based interface designers and gamificationbased software developing companies in identifying the most suitable gamification-based engagement techniques (Sengupta, 2020;Gupta et al, 2021). Furthermore, since our study reported a detailed review, future researchers are encouraged to conduct more research on gamification-based social interaction.…”

Section: Implications Of Current Systematic Reviewmentioning

confidence: 92%

Effective Online Engagement Strategies Through Gamification

Jayawardena

Ross

Quach

et al. 2021

Journal of Global Information Management

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Gamification has recently been discovered as an excellent user engagement strategy that has the potential to improve online education, online brand engagement, and information system engagement. Even though the number of studies on gamification has expanded, there is currently no systematic literature review approach for categorizing its online engagement strategies. Therefore, the main purpose of this systematic literature review is to find effective online engagement strategies based on gamification. The literature, as published in top management, information systems, and education journals, was reviewed using preferred reporting items for systematic reviews and meta-analyses (PRISMA) guidelines and authors categorized the studies published during the period 2016 to 2021. This study can be considered as among the first to include a systematic literature review with a potential future research agenda on effective online engagement strategies through gamification. The findings indicate several effective online engagement strategies through gamification for three major aspects.

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“…In some cases, users do not want their identity or points, badges or progressions to be revealed due to feelings of being under surveillance. This could lead to the hesitation of users to adopt gamification as noted by Gupta et al (2021). Aside from the unintended side effects of gamification, most developing economies in sub-Saharan Africa such as Nigeria do not have existent government policies that encourage the adoption and implementation of smart technologies in the construction industry.…”

Section: Theoretical Frameworkmentioning

confidence: 99%

Application of gamification for sustainable construction: an evaluation of the challenges

Oke

Aliu

Tunji-Olayeni

et al. 2023

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Purpose This paper aims to identify and evaluate the challenges affecting the adoption of gamification practices in developing countries through the lens of the Nigerian construction industry. Design/methodology/approach A scoping literature review was conducted through which challenges to the adoption of gamification practices were identified, which helped in the formulation of a questionnaire survey. Data was obtained from construction professionals including architects, builders, engineers and quantity surveyors. Retrieved data were analyzed using several statistical tools such as percentages, frequencies, mean item scores (MIS) and exploratory factor analyses. Findings Based on the MIS ranking results, the top five significant challenges to the adoption of gamification were lack of capacity and expertise, lack of budgeting for innovation, lack of technical infrastructure, hesitation to adopt and limited internet connectivity. Through factor analysis, the challenges identified were categorized into five principal clusters, namely, organizational challenges, technical-related challenges, human-related challenges, data security challenges and economic challenges. Practical implications The identification and evaluation of the key challenges hindering the adoption of gamification practices would help construction organizations and stakeholders to understand the need to embrace and implement the concept into their activities, operations and processes to improve the engagement and motivation levels of employees. Originality/value To the best of the authors’ knowledge, this study is the first of its kind in the study area to identify and evaluate the challenges affecting the adoption of gamification practices using a structured quantitative approach.

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“Prevention is better than cure”: challenges in engaging employees through gamification

Cited by 16 publications

References 34 publications

Gamification as an Hr Tool

Gamification as an Hr Tool

Effective Online Engagement Strategies Through Gamification

Application of gamification for sustainable construction: an evaluation of the challenges

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