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s n h much rather engage in something fun and rewarding and would likely take preventative measures to avoid overly boring or complex tasks. This kind of thinking often extends into many individual’s career felds as well. The feld of HR (human resources) is certainly no exception here; HR is mostly confned to an ofce and requires a certain level of productivity and devotion from its workers. Too often in an ofce environment where tedious and repetitive work is being performed, individuals may become complacent and slip in their duties. This is to be expected, however, as human beings often require stimulation, gratifcation, and/ or exploration to keep them interested in something for an extended period of time. It’s mostly due to the way our brains process information (in an abstract manner) and our desire to problem-solve or achieve. This of course brings us to gamifcation and how it might be able to energize employee morale and foster an atmosphere of progress.

o n g n e

ess. Obviously, an ate all rules, schedules, conduct, and short/ long term goals. However, they can create things like bonuses for certain achievements, awards for diligence, or various other incentives. This is what gamifcation seeks to achieve in HR: to give employees a reason to feel good about their job and ofer them a potential for future growth and expansion in their duties and position.

One of the age old quandaries in business

management is how to keep things running smoothly at a brisk pace while, at the same time, maintaining employee contentedness. It is in the business manager’s best interest to keep his/her employee’s satiated for a number of reasons:

Satisfed employees are easier to manage, more dependable, and, of course, more consistent in their output (which is normally much higher than that of a dissatisfed employee).