首页
登录
职称英语
When Work Becomes a GameA)What motivates employees to d
When Work Becomes a GameA)What motivates employees to d
游客
2024-01-28
3
管理
问题
When Work Becomes a Game
A)What motivates employees to do their jobs well? Competition with coworkers, for some. The promise of rewards, for others. Pure enjoyment of problem-solving, for a lucky few.
B)Increasingly, companies are tapping into these desires directly through what has come to be known as "gamification" : essentially, turning work into a game. " Gamification is about understanding what it is that makes games engaging and what game designers do to create a great experience in games, and taking those learnings and applying them to other contexts such as the workplace and education," explains Kevin Werbach, a gamification expert who teaches at the Wharton School of Business at the University of Pennsylvania in the United States.
C)It might mean monitoring employee productivity on a digital leaderboard and offering prizes to the winners, or giving employees digital badges or stars for completing certain activities. It could also mean training employees how to do their jobs through video game platforms. Companies from Google to L’Oreal to IBM to Wells Fargo are known to use some degree of gamification in their workplaces. And more and more companies are joining them. A recent report suggests that the global gamification market will grow from $ 1.65 billion in 2015 to $ 11.1 billion by 2020.
D)The concept of gamification is not entirely new, Werbach says. Companies, marketers and teachers have long looked for fun ways to engage people’s reward-seeking or competitive spirits. Cracker Jacks has been "gamifying" its snack food by putting a small prize inside for more than 100 years, he adds, and the turn-of-the-century steel magnate(巨头)Charles Schwab is said to have often come into his factory and written the number of tons of steel produced on the past shift on the factory floor, thus motivating the next shift of workers to beat the previous one.
E)But the word "gamification" and the widespread, conscious application of the concept only began in earnest about five years ago, Werbach says. Thanks in part to video games, the generation now entering the workforce is especially open to the idea of having their work gamified. " We are at a point where in much of the developed world the vast majority of young people grew up playing video games, and an increasingly high percentage of adults play these video games too," Werbach says.
F)A number of companies have sprung up—GamEffective, Bunchball and Badgeville, to name a few— in recent years offering gamification platforms for businesses. The platforms that are most effective turn employees’ ordinary job tasks into part of a rich adventure narrative. " What makes a game game-like is that the player actually cares about the outcome," Werbach says. " The principle is about understanding what is motivating to this group of players, which requires some understanding of psychology. "
G)Some people, Werbach says, are motivated by competition. Sales people often fall into this category. For them, the right kind of gamification might be turning their sales pitches into a competition with other team members, complete with a digital leaderboard showing who is winning at all times. Others are more motivated by collaboration and social experiences. One company Werbach has studied uses gamification to create a sense of community and boost employees’ morale(士气). When employees log in to their computers, they’re shown a picture of one of their coworkers and asked to guess that person’s name.
H)Gamification does not have to be digital. Monica Cornetti runs a company that gamifies employee trainings. Sometimes this involves technology, but often it does not. She recently designed a gamification strategy for a sales training company with a storm-chasing theme. Employees formed "storm chaser teams" and competed in storm-themed educational exercises to earn various rewards. "Rewards do not have to be stuff," Cornetti says. "Rewards can be flexible working hours. " Another training, this one for pay roll law, used a Snow White and the Seven Dwarfs theme. "Snow White" is available for everyone to use, but the "dwarfs" are still under copyright, so Cornetti invented sound-alike characters(Grumpy Gus, Dopey Dan)to illustrate specific pay roll law principles.
I)Some people do not take naturally to gamified work environments, Cornetti says. In her experience, people in positions of power or people in finance or engineering do not tend to like the sound of the word. " If we are designing for engineers, I’m not talking about a ’ game’ at all," Cornetti says. " I’m talking about a ’ simulation’(模拟), I’m talking about ’ being able to solve this problem. ’"
J)Gamification is "not a magic bullet," Werbach warns. A gamification strategy that is not sufficiently thought through or well tailored to its players may engage people for a little while, but it will not motivate people in the long term. It can also be exploitative, especially when used with vulnerable populations. For workers, especially low-paid workers, who desperately need their jobs yet know they can be easily replaced, gamification may feel more like the Hunger Games. Werbach gives the example of several Disneyland hotels in Anaheim, California, which used large digital leaderboards to display how efficiently laundry workers were working compared to one another. Some employees found the board motivating. To others, it was the opposite of fun. Some began to stop taking bathroom breaks, worried that if their productivity fell they would be fired. Pregnant employees struggled to keep up. In a Los Angeles Times article, one employee referred to the board as a " digital whip. " " It actually had a very negative effect on morale and performance," Werbach says.
K)Still, gamification only stands to become more popular, he says, "as more and more people come into the workforce who are familiar with the structures and expressions of digital games. " " We are far from reaching the peak," Cornetti agrees. "There is no reason this will go away. " [br] Some famous companies are already using gamification and more are trying to do the same.
选项
答案
C
解析
转载请注明原文地址:https://tihaiku.com/zcyy/3401599.html
相关试题推荐
Acidrain,whichisaformofairpollution,currentlybecomesasubjectof
Acidrain,whichisaformofairpollution,currentlybecomesasubjectof
Acidrain,whichisaformofairpollution,currentlybecomesasubjectof
WhenWorkBecomesaGameA)Whatmotivatesemployeestod
WhenWorkBecomesaGameA)Whatmotivatesemployeestod
WhenWorkBecomesaGameA)Whatmotivatesemployeestod
WhenWorkBecomesaGameA)Whatmotivatesemployeestod
WhenWorkBecomesaGameA)Whatmotivatesemployeestod
WhenWorkBecomesaGameA)Whatmotivatesemployeestod
[originaltext]Manyoftheemployeesthinktheircareerpathandplansbegindur
随机试题
IntheAgeofGenetics,younolongerhavetotrytocutoutsmokingorthink
高度为5(除叶子层之外)的三阶B-树至少有()个结点。A.30 B.31 C
以上哪项为川芎茶调散的功效A.祛风寒湿,兼清里热B.祛风止痛,清利头目C.祛风清
144、SF6气体必须经SF6气体质量监督管理中心抽检合格,并出具检测报告
D解题指导:内外小圆个数相同抵消,故答案为D。
拿破仑去世后,其尸检报告给出的拿破仑官方身高是5尺2寸(法寸),即1.68米左右
高血压心脏病主要是 A.左心室大B.右心室大C.左心房大D.全心扩大
境内某居民公司向境外公司(关联企业)支付专利许可费200万,专利指导服务费50万
依法批准开工报告的建设工程,建设单位应当自开工报告批准之日起( )日内,将保证
生命质量评价内容一般不包括( )。A.个人执行角色的能力 B.个人心理功能状
最新回复
(
0
)