Abstract
Organizations today continue to seek new and effective ways to engage and motivate their workers. Gamification is an emerging means for enhancing employee engagement and motivation at work. Self-leadership is a comprehensive self-influence process that has the potential to help employees find meaning and purpose from their jobs. This paper develops and presents a conceptual model of the relationships between gamification, self-leadership, and valued workplace outcomes. The model suggests that gamification elements trigger multiple self-leadership processes and states that interact in a multiplicative fashion leading to a state of self-concordance in which individuals perceive a close alignment between their work tasks and their personal interests and core values. This serial mediation model helps to explain how and why gamification operates through the mediating mechanisms of self-leadership and self-concordance to effect important individual and organizational outcomes. Future research directions and implications for the proposed conceptual model are also discussed.
Highlights
Organizational leaders have long sought after the most effective ways to engage and motivate their workforce
We propose a series of linkages from gamification, as a job design system, through self-leadership to self-concordance, which is associated with various positive individual and organizational-level outcomes
These two aspects of self-leadership are useful in promoting a state of self-concordance within individuals, thereby increasing self-efficacy, creativity, and job/task performance within organizations
Summary
Organizational leaders have long sought after the most effective ways to engage and motivate their workforce. Larry Clark, the managing director of global learning solutions at Harvard Business Publishing Corporate Learning, suggested that the global workforce is experiencing three key shifts that may help organizations understand how they need to think and act differently in order to engage and motivate their employees (Clark 2020). He argues that generational diversity, continuous learning, and the search for meaning at work will define what he calls the workforce of the future (Clark 2020). We examine gamification as a potentially useful job design system that could increase individual self-leadership
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