Workplace Psychology and Gamification: Theory and Application

The objective of gamification is to engage and motivate people in non-gaming contexts, for example, at the workplace. However, practitioners often understand gamification as the introduction of extrinsic rewards (e.g., points, badges) as kind of non-monetary valuta and, thus, inexpensive way of rewarding people. Although these approaches work to some extent, successful and sustainable applications of game design elements foster the intrinsic motivation of people. The investigation of intrinsic motivation, human satisfaction, and well-being has been a long-term research field in work and organizational psychology. In this chapter, we describe key theories from the domain of positive and workplace psychology. Key resources and factors of these theories are then linked to gamification and game design elements. This analysis results in a general framework for quantitative gamification research which has been partially evaluated with one of our ERP gamification applications.

[1]  G. Kilduff,et al.  Getting Off on the Right Foot: Subjective Value versus Economic Value in Predicting Longitudinal Job Outcomes from Job Offer Negotiations , 2007, The Journal of applied psychology.

[2]  Martin E. P. Seligman,et al.  Learned Optimism: How to Change Your Mind and Your Life , 1991 .

[3]  James B. Avey,et al.  Can Positive Employees Help Positive Organizational Change? Impact of Psychological Capital and Emotions on Relevant Attitudes and Behaviors , 2008 .

[4]  J. McGonigal Reality Is Broken: Why Games Make Us Better and How They Can Change the World , 2011 .

[5]  William V. Wright,et al.  A Theory of Fun for Game Design , 2004 .

[6]  B. Avolio,et al.  Psychological Capital: Developing the Human Competitive Edge , 2006 .

[7]  Kennon M. Sheldon,et al.  Is It Possible to Become Happier? (And If So, How?) , 2007 .

[8]  Michael P. Leiter,et al.  Work Engagement : A Handbook of Essential Theory and Research , 2010 .

[9]  I. Ajzen,et al.  Belief, Attitude, Intention, and Behavior: An Introduction to Theory and Research , 1977 .

[10]  A. Bakker,et al.  The job demands-resources model : state of the art , 2007 .

[11]  A. Bakker,et al.  The gain spiral of resources and work engagement: Sustaining a positive worklife , 2010 .

[12]  M. Csíkszentmihályi Flow: The Psychology of Optimal Experience , 1990 .

[13]  Michael P. Leiter,et al.  Work engagement: Introduction , 2010 .

[14]  Viswanath Venkatesh,et al.  Technology Acceptance Model 3 and a Research Agenda on Interventions , 2008, Decis. Sci..

[15]  Steven P. Brown A meta-analysis and review of organizational research on job involvement. , 1996 .

[16]  Fred D. Davis,et al.  User Acceptance of Computer Technology: A Comparison of Two Theoretical Models , 1989 .

[17]  M. Csíkszentmihályi,et al.  Optimal experience in work and leisure. , 1989, Journal of personality and social psychology.

[18]  A. Shirom Explaining Vigor: On the Antecedents and Consequences of Vigor as a Positive Affect at Work , 2007 .

[19]  C. Cooper,et al.  Positive Organizational Behavior , 2007 .

[20]  Chak Fu Lam,et al.  Engagement and human thriving: Complementary perspectives on energy and connections to work , 2010 .

[21]  Steven A. Murphy,et al.  The Happy-Productive Worker Thesis Revisited , 2008 .

[22]  Susanne Strahringer,et al.  Gamification of ERP Systems – Exploring Gamification Effects on User Acceptance Constructs , 2012, MKWI 2012.

[23]  E. Weiner The Geography of Bliss , 2008 .

[24]  C. Cooper,et al.  Positive organizational behavior at work , 2010 .

[25]  Yi-Shun Wang Assessing e‐commerce systems success: a respecification and validation of the DeLone and McLean model of IS success , 2008, Inf. Syst. J..

[26]  Fred D. Davis,et al.  A Theoretical Extension of the Technology Acceptance Model: Four Longitudinal Field Studies , 2000, Management Science.

[27]  Jussi Holopainen,et al.  The Psychophysiology of Video Gaming: Phasic Emotional Responses to Game Events , 2005, DiGRA Conference.

[28]  Qiang Wang,et al.  A meta‐analytic examination of the relationship between job satisfaction and subjective well‐being , 2010 .

[29]  G. Spreitzer,et al.  Thriving in Organizations , 2006 .

[30]  Ioannis Stamelos,et al.  An empirical investigation on the impact of design pattern application on computer game defects , 2011, MindTrek.

[31]  Kerstin Liehr-Gobbers,et al.  Evaluation of Structural Equation Models Using the Partial Least Squares (PLS) Approach , 2010 .

[32]  Robert Karasek,et al.  Job decision latitude and mental strain: Implications for job redesign , 1979 .

[33]  E. Deci,et al.  Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. , 2000, The American psychologist.

[34]  S. Lyubomirsky,et al.  Pursuing Happiness: The Architecture of Sustainable Change , 2005 .

[35]  Jonathon R. B. Halbesleben,et al.  A meta-analysis of work engagement: Relationships with burnout, demands, resources, and consequences. , 2010 .

[36]  A. Bakker,et al.  The job demands-resources model of burnout. , 2001, The Journal of applied psychology.

[37]  James K. Harter,et al.  Well-being in the workplace and its relationship to business outcomes: A review of the Gallup studies. , 2003 .

[38]  Arnold B. Bakker,et al.  Towards a model of work engagement , 2008 .

[39]  Lennart E. Nacke,et al.  From game design elements to gamefulness: defining "gamification" , 2011, MindTrek.

[40]  C. D. De Dreu,et al.  A meta-analysis of 25 years of mood-creativity research: hedonic tone, activation, or regulatory focus? , 2008, Psychological bulletin.

[41]  A. Bakker,et al.  Job Resources Boost Work Engagement, Particularly When Job Demands Are High , 2007 .

[42]  M. Csíkszentmihályi Beyond boredom and anxiety , 1975 .

[43]  J. Bono,et al.  Workplace emotions: the role of supervision and leadership. , 2007, The Journal of applied psychology.

[44]  George A. Marcoulides,et al.  Modern methods for business research , 1998 .

[45]  Jonathan Steuer,et al.  Defining virtual reality: dimensions determining telepresence , 1992 .

[46]  Edwin A. Locke,et al.  Studies of the relationship between satisfaction, goal-setting, and performance , 1970 .

[47]  R. Caillois,et al.  Man, Play and Games , 1958 .

[48]  F. Luthans The need for and meaning of positive organizational behavior , 2002 .

[49]  Wilmar B. Schaufeli,et al.  “Same Same” But Different?: Can Work Engagement Be Discriminated from Job Involvement and Organizational Commitment? , 2006 .

[50]  Donna L. Hoffman,et al.  Flow Online: Lessons Learned and Future Prospects , 2009 .

[51]  Wilmar B. Schaufeli,et al.  Defining and measuring work engagement : Bringing clarity to the concept , 2010 .

[52]  C. Fisher Happiness at Work , 2010 .

[53]  J. French,et al.  The mechanisms of job stress and strain , 1984 .

[54]  Soung Hie Kim,et al.  ERP training with a web-based electronic learning system: The flow theory perspective , 2007, Int. J. Hum. Comput. Stud..

[55]  Michael P. Leiter,et al.  Using the job demands-resources model to predict engagement: Analysing a conceptual model , 2010 .

[56]  B. Moreno-Jiménez,et al.  Positive Psychology at Work: Mutual Gains for Individuals and Organizations , 2010 .

[57]  Fred D. Davis Perceived Usefulness, Perceived Ease of Use, and User Acceptance of Information Technology , 1989, MIS Q..

[58]  Brent A. Scott,et al.  The Interactive Effects of Personal Traits and Experienced States on Intraindividual Patterns of Citizenship Behavior , 2006 .