Using gamification strategies doesn’t come without challenges for the companies. It is important to note that Klosowski writes that a gamification strategy “is not for everyone, but if you have a competitive spirit, gamification in apps can get you going.” (Klosowski, 2014) The key word here is “competitive”.
As much as gamification is used for positive effects, studies have also shown that the gaming approach might not be appealing to all employees, since gamification might create a very competitive atmosphere, which does not work in all industries, lines of work or employee groups.
According to a study “55.7 percent of sales people said they would prefer to work in a competitive environment, with 30.5 percent hoping for a very competitive workplace. On the other hand, 60.8 percent of customer service respondents indicated they wanted to work in a collaborative environment, with only 10 percent opting for a very competitive environment. Respondents who worked in marketing preferred a collaborative environment as well. 55.8 percent of marketing respondents said they would prefer working in a somewhat or very collaborative environment.” (Watson, 2014) Watson states that “55 percent of employees said they would prefer to work in a predominately collaborative environment” which means that creating a very competitive atmosphere through gaming elements will be likely to lower employee engagement rather than enhance it.
There is also another psychological challenge when using gaming elements in the work place. This is apparent when studying different age groups. “Of 18-24 year olds, 77.2 percent confirmed they would be either more likely or much more likely to perform a gamified task. 65.8 percent of 24-34 year olds said the same. However, the number begins to drop among 35-44 and 45-54 year old age groups, with 61.3 and 43.2 percent respectively saying they would be more likely or much more likely to perform a gamified task. The 45-54 demographic is the first age group in which the majority of responses are negative (less likely or much less likely).” (Watson, 2014) This means older employees feel less motivated by gamification and might be less like to response positively to the use.
One of the reasons gamification is viewed more negatively in older age groups might be the issue of digital natives versus digital immigrants. According to Prensky, people (digital natives) who have grown up surrounded by digital media “think and process information fundamentally differently from their predecessors” (digital immigrants) (Prensky, 2001, 1). This is an important challenge that needs to be considered when a company decides to incorporate gamification to engage employees.
“Digital natives are used to receiving information really fast. They like to parallel process and multitask. They prefer their graphics before their text rather than the opposite. They prefer random access (like hypertext). They function best when networked. They thrive on instant gratification and frequent rewards. They prefer games to ‘serious’ work.” (Prensky, 2001) Using game elements can be a challenge for digital immigrants, who might not be as comfortable using new technologies and software as digital natives. However as Penny states “with ‘the so called ‘Facebook generation’ joining the workforce, gamified processes could be an important element of reward and recognition initiatives in the office” (Penny, 2014).
Read on: DESIGNING GAMIFICATION FOR WORKPLACE