Levelling Up Organisational Learning Through Gamification: Based on Evidence from Public Sector Organisations in India

IF 1.4 Q3 MANAGEMENT
S. Nair, Jain Mathew, Ravikumar T
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引用次数: 2

Abstract

The concept of sustainability brought into focus the need for research into how to measure and achieve sustainable growth. The triple bottom line framework and the resource-based view of the firm suggest the need for organisations to look beyond profits and take into consideration the needs and effectiveness of its workforce. Research suggests that an effective workforce can be achieved through constant learning and development. Organisations have also expressed the need for training techniques that are more effective than the traditional methods. Gamification has been proposed as one such technique, and in the current study, the researchers evaluate the effectiveness of gamification in organisational training. For the purpose of the current study, 120 participants were chosen from public sector organisations in India. This is primarily because the technology-enhanced training effectiveness model (TETEM) suggests that the effectiveness of gamification would depend on the culture of the organisation, and prior research has been based in privately owned firms. The findings are in line with the theory of gamified learning and suggest that participants of the gamified module reported higher levels of learning, reaction and learner motivation. Additionally, learner motivation was found to strengthen the impact of gamification on the learning and reaction.
通过游戏化提升组织学习水平:基于印度公共部门组织的证据
可持续发展的概念使人们注意到需要研究如何衡量和实现可持续增长。三重底线框架和公司的资源基础观点表明,组织需要超越利润,考虑到员工的需求和效率。研究表明,有效的员工队伍可以通过不断的学习和发展来实现。组织也表达了对比传统方法更有效的培训技术的需求。游戏化已经被提出作为这样一种技术,在当前的研究中,研究人员评估了游戏化在组织培训中的有效性。为了本研究的目的,从印度的公共部门组织中选择了120名参与者。这主要是因为技术增强培训有效性模型(TETEM)表明,游戏化的有效性将取决于组织的文化,而之前的研究是基于私营企业的。研究结果与游戏化学习理论一致,并表明游戏化模块的参与者报告了更高水平的学习,反应和学习者动机。此外,研究发现,学习者动机强化了游戏化对学习和反应的影响。
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来源期刊
CiteScore
2.30
自引率
23.50%
发文量
29
期刊介绍: South Asian Journal of Human Resources Management (SAJHRM) is a peer-reviewed scholarly outlet for publications on HRM in and out of South Asia. It includes countries that are members of the South Asian Association for Regional Cooperation (SAARC), namely, Afghanistan, Bangladesh, Bhutan, India, Maldives, Nepal, Pakistan, and Sri Lanka. In terms of the discipline focus, all articles broadly focusing on the theory and practice of managing human resources for the benefit of individuals, firms and community at large will be acceptable. In view of the contemporary focus on Strategic HRM, the journal coverage would also include comparative research and other related management disciplines as long as one of the key aims of the manuscript is on harnessing the potential of human capital. Considering the uneven economic development within the South Asian region, the journal encourages potential authors to explore broader implications of their scholarly views and findings on the region as a whole. A distinguishing feature of the journal is its focus on “HR in Practice”. Apart from theory, it will pay significant attention on how HRM is practiced in and out of South Asia. The journal features conceptual and empirical research papers, research notes, interviews, case studies and book reviews. In short, to be considered for publication, a manuscript should broadly focus on managing people and contextualised within one or more South Asian countries at the firm, regional, national and international levels.
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