Posted: June 29th, 2024

Using Enterprise Gamification For Improving Business Essay

Enterprise Gamification in India: A Framework for Boosting Intrinsic Motivation and Workplace Engagement

Gamification is the use of game-design elements in non-game contexts. Despite being a relatively new field, gamification has been utilized in several applications in a simpler form, ranging from customer loyalty through rewards points to enticing employee participation within the workforce by providing them with titles such as “Employee of the Month” The latter came to be known as enterprise gamification where the organization uses gamified systems to achieve the desired internal change. But most of these systems are now oversimplified and externally focused, and serve only to reward employees with badges, a process that risks undermine the intrinsic motivations of the employee. Also, majority of the enterprise gamification platforms are built for the developed world and hence their need to explore how these might vary for an Indian audience with a different set of motivations and appeal to them. Bearing this in mind, this paper aims to understand the underlying psychological dynamics of how gamification works and its application in the Indian enterprise ecosystem specifically in the employee development process. This would contribute to the development of a proposed enterprise gamified framework contributing to enhance the workplace motivations and performance appraisal process being in vogue in the organizations in India. Finally we discuss the limitations of having such a system in place at the enterprise level and the areas for future development.

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Introduction
Gamification is defined as “the application of game elements in non game contexts” (Deterding, 2011) The purpose of gamification revolves around prompting the desired behavior, while catering to the player’s motivation. One of the options used over and over again is to take the scoring elements used in video games and use them in a different context. While the expression is not exceptionally old, some of those principles have been utilized in practice for a considerable length of time, such as advancing identical customer practices towards loyalty through frequent flyer systems and enterprise leader boards inside the sales and customer care divisions. However, the concept had been slowly gaining an increasing no. of applications in the enterprise in recent years.

For some of the examples refer below –
Intranet — The community network used internally within SAP; it maintains leader boards for domain experts based on participation and contributions in every domain
Improving Productivity – Call centers have started adopting gamification techniques to enhance representative performance using leaderboards, levels, virtual badges and instant feedback. The risk being that it can act as a constant coercing and stalkin instrument.
Efficiency Enhancement:  Efficiency enhancement is not only for the work of the employees related to their job, but also to improve the general skill level of employees. An example of this is aiding employees in handling their emails.’ Companies employ gamification features like progress bars, virtual points, and time spent email feedback, to assist them in coping with this. Another company called Seriosity has modeled a virtual currency around the emails. Helps employees decide which mail to sit first and this also helps in deciding how urgent is the email that they are sending out to other people.

Knowledge Management – This is used with Application WhoWhatWhere, an enterprise collaboration system where the move was made to encourage consultants to share the information on what are they working on so that it would be easy for consultants who are working on similar kind of project to reach out to them and get help
InnovationThe UK Dept of Works & Pension set up an ‘Ideastreet’, essentially a registered ‘trading platform’ for ideas, involving 30,000 staff. Ideas are put forward by employees which have an price associated which is like a listed stock. The stock is either purchased or sold to the other employees at the price of the stock which makes the companies that have become some of the strongest ideas have a higher market cap than the rest. This was found to be a very effective approach with the number of new ideas being put into practice increasing by about 54%.
Recruiting and Onboarding – The gamification is being used for recruitment where for some managerial positions, online simulation games are used that represent the real life scenarios and test the decision making ability of the players. This competition generates a set of top performers to be evaluated as the future hires for the company.

The enterprise gamification and gamified systems examples mentioned above could, in broad terms be classified based on which user motivations they address, intrinsic or extrinsic motivations. Gamified systems are intrinsically entwined with their current system as in the one currently used in call centers, which very few organizations understand the long term negative impact. This will be discussed further in the following sections of this paper.
In developed countries, there are organisations that work on gamification platforms for employee engagement. Currently Bunchball is one of the largest that provides Nitro as plugin gamification application for Salesforce. However the Indian enterprise market is still largely untapped and has vast potential for the same.

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In India, most employees rate the existing performance appraisal systems in most organizations as highly inefficient and unsatisfactory. Over the past few years, there have been countless experiments to try to fix employee morale, yet the workplace satisfaction continues to run below expectations. Therefore, in view of these factors, the objective of this paper is to suggest an enterprise gamification model to enhance the intrinsic workplace motivations and performance appraisal systems of Indian organizations.

Theoretical Background
What are Games?
A formal broad definition which applies to all types of games was suggested by Zimmermann & Salen, 2003 as “A game is a system in which players engage in artificial conflict, defined by rules, that results in a quantifiable outcome.”
But what this definition misses is a feedback system. Points, levels, progress bars are all examples of the feedback system used to quantify what has been achieved, and how close or far the achievement is compared to the goal and provide the motivation to keep playing.
Alongside the above, there exists the idea of voluntary participation. Whether it is games played indoors like monopoly, social games, alternate reality games or the most famous sport being played around today, voluntary participation requires each individual to play out the game to the full. This also ensures that the artificially created challenging environment does not appear threatening and such activities can be experienced as playful, safe and fun!
All of these aspects of the definition of a game are important and are modelled by Dignan in the following figure (Dignan, 2011):

A definition of a game (Resources, 2011)
What makes Games so Engaging?
Before we get there, let us explore, what is it about games that are so engaging and how do we see it as a solution for the current engagement and productivity challenges in workplaces? On this question, an important research has been conducted by McGonigal to understand how playing games makes human beings happy. Studies have shown that “people are at their happiest when doing hard work at the borders of their skill level” (McGonigal, 2011). Developers are going to lose interest very fast if they run out of challenges all of a sudden. C:UsersmicaDesktopFlow. png
This is something well explained by a core model of the video game appeal – the flow concept. Psychologist Mihaly Csikszentmihalyi studied how people feel when they are not overchallenged or underchallenged but at the right level of skills. And, if people learn with time and repetition, then the challenges must increase to keep up with the growing skills.

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Most of what was long considered a relaxing way to kill time — think watching TV — is actually mildly depressing, the research continues. She argues that is because companies rarely pace employees in a structured way at an appropriate level without giving them regular feedback. Rather, it proceeds to declare that “The Opposite of Work is not Play, it is Depression”.
Even so, empirical research shows just how similar, if not identical, the responses that games trigger are to real-life emotions. Even if the reward could be nothing more exciting than growing more crops in Farm ville, still that reward, albeit fictional, creates an emotional state that is exactly the same as in real life. In it so summarize there are various levels of games which address different requirements of the player and have been categorized like-

Conceptually, for the workplace, we can therefore determine that work in it-self is not the prime motivator or demotivator, for workers in any organization. Morale diminishes over time more because of one or more of those needs not being met. For example a very static company structure can really inhibit the worker’s need for independence or autonomy. Even more so, a lack of a continuous stretch that allows the employees to hone their skills and a much more frequent and healthy feedback system to help them gauge where they are at is now gone. A gamified mechanism would provide the solution for this by giving them real-time feedback on their current level of profusion and measure their area of improvement. Autonomy: When a user is offered the option at different stages to determine goals for themselves, this means that their need for autonomy is also fulfilled. In this paper, we would thus look at crafting a framework taking these aspects into account.

” Using Games to Influence the Way People Behave
Stanford University`s Dr. BJ Fogg created a behavioural model that outlined three components required for behavioral change to be possible Motivation, Ability & Trigger. Thus overall, the higher the motivational user, higher the chances for difficult to perform abilities to be executed. Conversely if the motivation of the user is extremely low, the ability required to complete the task has to also be extremely low i.e simple to execute. C:UsersmicaDesktopFogg. png
Thus, at this point, when motivation and ability are high enough for crossing the threshold, a trigger is required in order to be able to modify the user behaviour. This model is useful for designers to discover what prevents people from doing the intended behaviour.

This model is adapted in the form of game elements to nudge user behavior like this –
1. Gamification uses positive feedbacks[2] in the form of points, scores, progress, social status etc to actually enhance motivation to use the application.
2. By training and mastering skills, they enhance the perceived ability of users by simplifying and breaking down complex tasks.
3. Game theory applies triggers to the pathway of excited users at the exact level of user capacity to elicit a change in behaviour.

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Motivational Design — Leaning on Gamification
The crux of a gamification system is extracting the correct motivational factors that thrive on the user. The motivators are different for different people, so there is a need to customize the game systems as per the requirement of individuals. In broad strokes, there are two types of motivators: extrinsic and intrinsic motivators. Extrinsic motivators are oriented towards outside rewards like the pursuit of power and prestige. Intrinsic motivators are based on the joy of performing the activity itself rather than using reward mechanisms externally. Here are some examples of such intrinsic motivators at the workplace: autonomy, mastery, curiosity and relativity towards the greater purpose of the company.

Traditionally, most organizations have, in a way, relied on extrinsic motivators to drive employee motivation and productivity. However, research indicates that by concentrating on benefits that are disconnected from task performance rewards, users lose that inherent motivation to perform the task that once existed, which ultimately is not the best interest of the user himself. Organizations that use gamification based upon external rewards then stop the rewards program will be worse off than when they started, as users will be less likely to return to the behavior without the external reward (Deci, Koestner & Ryan, 2001).
Yet, proper gamification does focus on intrinsic motivators to aid them in their work life. Thus the idea of meaningful gamification takes it a step higher with gamified designs placing the user at its core targeting his/her intrinsic motivations and an automatic user benefits attribute in with no dangerous effects in the long run.

Sixteen Motivators (Reiss; 2001)
Despite the multitude of theories in the field, few have been based on real scientific research. Among the major contributors to this field is Steven Reiss, who presented 16 fundamental human motivators in his book “Who Am I!”, in a statistical way, by which he tries to explain human behaviour. Out of the 16 categories, we found only 11 to be work relevant as the other 5 were related to physiological needs like eating and drinking which is not to be included in our scope. The 11 categories are listed below along with a summary of their desire profile, divided into intrinsic and extrinsic motivators:

The influencers out of this list would vary for the respective profile segments, so understanding the core motivators at work for employees in India which will form the bedrock of the gamification framework to be defined would take research.

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Research Methodology
To obtain the relative importance of the 11 Reiss’ motivators identified to influence human behaviour in a workplace setting, a quantitative approach was used in the form of a survey. The survey sample consisted of 36 working individuals (in different organizations) from India. A Likert Scale was utilized for the Respondents to rate the importance of the motivators for them. Once their responses were recorded, a regression was run to determine the relationship of the respondent’s levels of motivation in a workplace to the different motivators. Then, based on the standardized coefficients, their relative importance as motivators was determined. It was then followed by a process that guided us from a workplace setting perspective to the motivators that were deemed most significant for Indian employees.

C:UsersmicaDesktopTempg.png
Gamified Framework: A Research Methodology Process
Then finally those dominant storyline motivators, barriers to adoption insights would have been used to map to the correct game mechanics and deliver the final gamified system as shown above.
Findings
Analyzing the results of the survey revealed that Indian Employees get motivated by factors like ‘curiosity’, ‘independence’,’social contact’ & ‘status’ and not competition or power. This means that game layers need to pay attention to group tasks and the freedom of players involved in the game, which is a gamification framework that needs to be built. It is also important to build the game layers of lessons in different levels to emphasize on increasing ability as ‘curiosity’ is an important motivator for Indian employees.
Based on the outcome we suggest an approach to construct a gamified system. Since there does not currently exist a fixed way of developing a gamified system however we have provided our recommendations from these results and from the theoretical construct we have made outlined above.

Getting the Mechanics Right
To challenge one another, people need to stand together and agree on goals — real ones — with real feedback mechanism in place describing how they are performing and how their contribution at an organizational level is helping them achieve those goals. Under this context game mechanics acts as a means to enhance either capability or the drive to perform the desired action for the employees through a real time feedback such as points, progress bars etc and other elements.
Since the primary motivators in the Indian work environment have been identified to be ‘curiosity’, ‘social contact’ & ‘status’ and ‘independence/ autonomy’, it is imperative to ensure that specific game mechanics are placed to motivate these inspirations. EXTRACTION: Hence the below proposition – Since 3 different characteristics which serve different purposes, appropriate mechanisms would be used –

1. Curiosity & Autonomy Motivators – Personal Efficiency Model
Progress and productivity: using to-do lists, templates, and a progress bar map to track the employee’s personal goals such as time management, number of cleared emails, percentage of the project completed etc both to enhance the capability and motivation. This is accomplished by rewarded progression, which creates incentives for players to finish goals they decide on themselves. Below given a sample diagram showing the same
C:UsersmicaDesktopPicture1. png
You can not add new goals after September.
For motivating the employee’s need for curiosity, a series of interactive quizzes and coding challenges at various levels that would assess his/her knowledge in the domain would be essential. The levels would be of adjustable difficulty (as with GMATs), depending on the performance of the worker at the previous level.
Customisation· Components to select personal goals across a few competency domains. It gives workers a sense of independence and freedom.
2. Online Stock Market Model – For Status and Social Contact
The problem you are solving – Idea Resource – An innovative domain game where individuals generate ideas in their respective domain and ideas are floated on the virtual stock exchange. Now using in game currency employees can buy/sell these ideas, so now each idea has a market cap as well.
Extrinsic reinforcement — is an in-game currency that you use to reward a good idea that you suggest.
3. Social Features and Peer Recognition — Towards Social Contact and Status
Projection and indication features for reporting which elements have driven engagement levels, where changes can be made within pragmatic expectations. Figure [image of an interface used to elicit positive peer feedback in a software called Rypple.]
This social performance gives rise to the need of recognition, and is fulfilled by the existence of so-called Social Badges where the player’s need for certain recognition from peers and to showcase their status is catered to.
C:UsersmicaDesktopwork.jpg
Churner — Rypple used Social Recognition. com
A Guide to Designing a Gamification Framework
This paper considers three main frameworks and models for a gamification framework. There’s Dignan’s “Game Frame” which dissects all the components of a behavioural game (Dignan, 2011), Dr. Reiss “Sixteen motivators” outlines what drives the player (Reiss, 2001) and lastly Dr. Fogg’s “Behaviour model” looks at how new behaviour is brought to life (Fogg, 2011).
According to Dignan a behavioural game consists of ten components that together create the design “Game Frame” framework (Dignan, 2011). This gives you the Game Frame, which allows the designer to look from the top down at any behavioural game and understand what the essential parts of the game are and how they add up to a game.

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In this paper, Dignan’s “Game Frame” serves as a structure for describing the situation. We need to fill this structure with information from our research.
But in order to design for the way the game is played and the tools that will be available to the players, you have to know what kind of behaviour gets you that (outcome). The survey results were reviewed to determine inhibitors (obstacles) of the desired behaviour (what currently prevents the desired behaviour) before considering how it would be played. You then use Dr. Fogg’s “behavioural model” to classify these barriers in not having enough skill or incentive to form and investigate what mechanics would help to cultivate the new behaviour. We will now proceed with each component of Dignan’s frame explaining the whole gamification framework for our system.
The Objective and Activity
This proposed gamified framework will aim at boosting the workplace engagement and inappreciable motivation of the employee to be in accordance with the organizational goals along with providing a more constructive measure of feedback and performance. Consolidate positive behavior and recognition and reward in real-time. Do recognition in public or provide real rewards on the discount coupons.
Gaming will mainly include entering logs, peer feedback, and/or submitting ideas beyond setting custom goals.

The Player Profile
An attempt was made to build a profile of the players involved in the systematic looting of the nation, i.e. the Indian employees, based on the findings that we had deduced through our research. As ‘curiosity’, ‘status’, ‘Independence’ and ‘social contact’ turn out to be most important predictors, certain conclusion were made about the behavior of Indian Employees:
Count on peer recognition and gratitude from other employees
Developing new skills is a great motivator
Employees stay motivated when they are allowed to plan their goals and the pace at which they want to achieve those goals
A lot of buzz is around organization-wide tasks or activities that involve teams.
.
Outcomes
The final frame in Dignan’s “game frame” is the results that emerge over the course of the game. The immediate benefits should be mainly to receive individual insights into a day-to-day work task. Long-term: In the long run, to have a more transparent view of the evolution of their career,better feedback that can boost the morale of the employees. You can get immediate individual learning through feedback to visualize the impact and career progress.
Defining the Feedback Cycle
One major feedback would be a community-like feature, so employees can give feedback to one another on their personal goal statuses. Community driven feedback, along with intangible rewards, will amplify their motivational vector. These rewards would relate to currency that can be spent in the game, and badges for reaching a set milestone.
A very interesting part of the competence model is that the workers are estimating themselves. This actually implies that the employees must also know the worth of their own performances within this system in terms of the feedback. Therefore, when tracking an activity, the employee must quantify how valuable that action may be.

Defining Resources and Skills
Resources are the game driving factors, using which a player gets ahead in a game. A virtual currency is assigned to the players to sell/buy and that resource is known as the stock based platform for ideas. The common currency that is allocated to players in the game is limited, meaning that they must be prudent with how they use it to invest in ideas that they believe will pay the biggest dividends. Adding to the Gamified feedback system, resources are referred to as the badges and points that serve as a motivation for completing the work and used to reward the user.

Skills are specific abilities one employs in a behavioral game and can be grouped as physical, mental and social. Our gamified way of set up is where players use their mental skills generation of ideas and continuous learning and social skills which makes individual get its comments to be popular and well traded.

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Triggers
Some activities are great triggers, For example very basic thing like sending notifications to the employees about informing him of his weekly performance in a domain in comparison to another Employee who is working in a similar domain can trigger him a bit. The notifications could also inform the employee about his weekly performance as compared to his/her performance from previous week. The direct comparative between these types of situations could help employees get the pace set for the balance of the week.

Transparency
Should an employee’s performance be disclosed to other employees? It is a question worth serious consideration. These comparisons can be fatal as often employees do not like to compare with a progress of the other employees of the firm. One example is a gamification system based on leader boards used by Disney for its laundry workers. Not only did sharing real time information about a worker’s performance influence his/her performance, the constant comparison also rattled the workforce.
Sharing information A critical part of the feedback mechanism because you can comment on progress and receive feedback One of the solutions for this problem could be to allow the employee to make the decision by giving him the option to disclose his/her personal information to whoever they choose.

System Limitations
The proposed gamification strategy has its own advantages and disadvantages. The long term engagement is one of the most obvious that should be ensured. This type of implementations serve both immediate and long term goals and thus requires continuous development and sustenance to ensure that the players are always engaged and not bored. The focus should be on expanding the capacity of the players, while also modifying the motivational levers in the framework, this range from introducing new game elements to fine-tuning existing game mechanics

One more limitation of a stock market like Ideas is that eventually there will be moments when there will be traded stocks that are along the lines of People and not Ideas. The biggest danger in this is that the system becomes personality driven instead of idea driven. Another as already discussed danger is that player becomes so attached with the game that he/she limits his/her considerations to raise stock price for the ideas he/she chooses and not the ones that will make a difference.

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Then there is the matter of participation. Games require all of its participants to voluntarily choose to play. An open-source platform for ideas that lies outside of an employee’s personal responsibility may not be enough to motivate players to get involved based on goodwill alone. Though employees of the organization can be encouraged by their superiors to be part of such a set up, but that puts the risk of the employee being in the system without much engagement. Participation is vital for any social game, and lack of interest to participate can harm the setup.
System Future Potential and Ideas for Further Development
Even if the game layer is designed to try to induce more motivation for each activity by bolting on structures of motivational elements, a large focus on leveraging an increase in ability has infiltrated the selection and design of the game mechanics.

In-work organizational elements should be integrated into the system to ensure that the rewards earned in-game are clearly tied to the consultant's career to achieve a greater impact. A move in that direction would look like integration of projects as part of the game layer. That would make it possible to connect log entries to specific project entities, this way the link between the system and what the consultant does will be more visible (creating a more relevant feedback loop). It can also make a good way that project leaders and management provide feedback. The up side is that it brings an extra dimension but the downside, and the main reason that it is not in the proposal, is that it adds to the commitment and time required to play the system. Adding team based mechanics into the system also holds a lot of promise. These can be project based teams or ad-hoc teams. Numerous examples demonstrate that the social element in working in a team is a strong vehicle for behaviour change.

Take the time needed to create more relevant feedback loops, stronger awards related to the consultant’s professional context, in-game currency that can be spent in the kitchen, team-based structure and challenges. The question however remains how deep this gamification system is allowed to flow into the organisation.

Yet another aspect to discuss before implementing a gamified system is the influence it will have on the skill level of the employees. Employee development:Employee skills can be broadly classified under a) Core skills – Skills that all employees in the organization are supposed to possess b) Unique skills – skills unique to an individual c) Future skills – skills employee wants to have in the future. Best suited for a gamified set up is where employees are able to leverage their core skills to participate in a team-based activity for the overall organizational benefit or where individuals can, as part of their own growth, develop skills needed for future.

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On one hand, while it is essential for organizations to look closely towards data, employee behavior and organizational culture to create a gamification structure that can best support its objectives; It has to take steps to ensure that gamifying does not lead to a scenario where an employee just remains interested in playing a game and the fulfillment of his responsibilities is lost.

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Tags: employee motivation, enterprise gamification, gamification, Indian workplace, performance appraisal