The effects of a gamified human resource management system on job satisfaction and engagement

Abstract

The pressures associated with the speed of competition, including the digitalization of workspaces, are increasing the need for modern organizations to drive employee satisfaction and engagement. Integrating gamification into the workplace has been identified as a possible strategy to promote employee participation, engagement and loyalty. Gamification is defined as the application of game design elements in a non‐game context, which, in this case, is the workplace. This article presents a 12‐month longitudinal study designed to investigate the role of gamification in fostering job satisfaction and engagement. The findings from a sample of 398 employees, including both treatment and control groups from a large multinational company that introduced a gamified human resource management (HRM) system, revealed the effects of certain gamification experiential outcomes related to driving employee satisfaction and engagement at work. Overall, our study highlights the possibilities of employing gamified HRM systems to influence employee attitudes and behavior at work.

Is job performance conditioned by work-from-home demands and resources?

“…It underlines the importance of having endeavour for ICT use, helping to avoid interference in the interaction with new technologies [ 36 ]. The apprehensiveness and hesitation in using the necessary technology for completing a task occur possibly because of lack of preparation or previous negative experiences, resulting in a dead-end [ 37 ]. ICT anxiety is considered to generate high levels of unpleasant sensations about the current or forthcoming use of the device and is defined as the fear that using the precise technology might have negative consequences, such as destroying the equipment, losing information or making similar mistakes [ 38 , 39 ].…”

Making Gameful Work Work: The Gamification of Strategic Human Resource Management

“…This is not gamification of HR but instead expanding recruiting to include game experience. Another paper highlights the impact of gamification on job satisfaction [23], which mainly used operational game design elements like leaderboards or badges; however, it is unclear if the authors included a potential crowding-out effect in the analysis. It becomes evident that the gamification of HRM still focuses on an operational level rather than on a strategic level.…”

Putting knowledge to work: the combined role of marketing and sales employees’ knowledge and motivation to produce superior customer experiences

“…Second, to understand the sources of employee motivation, we build on selfdetermination theory, which distinguishes intrinsic and extrinsic motivation as sources for employee behavior (Deci and Ryan, 1985;Hofeditz et al, 2017). Motivation is the level of an individual's motivational experience that involves certain mental processes that arouse interest and energize, direct, and sustain goal-oriented behavior when engaged in an activity (Cinar et al, 2011;Silic et al, 2020). Self-determination theory proposes two overarching types of motivation, intrinsic and extrinsic, that constitute a continuum (Deci and Ryan, 1985;Hofeditz et al, 2017).…”

“…According to past research, both intrinsic and extrinsic types of motivation induce positive job attitudes, job engagement, and employee behavior (Cinar et al, 2011;Silic et al, 2020). One of the key behaviors for a company's employees to be competitive is knowledgerelated behavior, which depends on employees' attitude toward the acquisition, generation, sharing, transfer, and use of knowledge.…”