Workplace gamification can boost engagement and performance, Concordia research shows

Organizations have increasingly turned to gamification, incorporating features such as points, badges, rewards and leaderboards into workplace programs to encourage learning, collaboration and performance. The approach has become especially popular as companies look for new ways to engage employees in an increasingly digital workplace.

But while gamification is often promoted as a simple way to boost motivation, new research from the John Molson School of Business suggests the reality is far more nuanced.

As part of his master's research, Business Analytics and Technology Management student Che-Wei (Jerry) Cheng explored how employees experience gamified workplace initiatives and what determines whether these programs succeed or fall flat. Through interviews with employees and managers across a range of industries, he found that gamification can be a powerful tool, but only when it is thoughtfully designed and aligned with employees' needs.

Cheng's thesis was co-supervised by Tanya Giannelia and Dongliang Sheng, both assistant professors in the Department of Supply Chain and Business Technology Management.

Making work more engaging

For many participants, gamification brought welcome energy to everyday work activities.

Employees described how game-like features helped transform routine tasks into more engaging experiences. Training became more interactive, participation increased and employees often felt more motivated to contribute. Some reported that gamified programs encouraged learning and knowledge-sharing, while others said they inspired innovation and friendly competition among colleagues.

Recognition emerged as a particularly important benefit.

Whether through badges, rankings or public acknowledgements, employees appreciated having their efforts noticed. For many, the opportunity to demonstrate progress and receive recognition from peers and managers was as meaningful as any tangible reward.

When motivation becomes pressure

The study also uncovered a less visible side of workplace gamification.

Not every employee experienced these initiatives positively. Some participants reported feeling pressure to perform when rankings and competitive metrics became highly visible. Others described a sense of fatigue when organizations repeatedly introduced similar programs or expected participation on top of already demanding workloads.

What was designed to be motivating could, in some cases, become another source of stress.

The research suggests that employees are particularly sensitive to whether gamification feels supportive or controlling. Programs that appeared overly focused on monitoring performance or driving competition were often met with resistance, especially when employees felt they had little choice about participating.

Rewards matter, but fairness matters more

The findings also highlight the importance of meaningful incentives.

Participants responded most positively when rewards felt attainable, valuable and clearly connected to their efforts. Recognition, developmental opportunities and genuine appreciation often proved just as motivating as financial rewards.

By contrast, employees were less enthusiastic when rewards seemed disconnected from performance or when the effort required outweighed the perceived benefit. In those cases, enthusiasm for gamified initiatives could quickly fade.

What organizations can learn

Rather than viewing gamification as a one-size-fits-all solution, the study suggests organizations should carefully consider the environment in which these programs are introduced.

A leaderboard that energizes one team may create anxiety for another. Competitive features that drive results in one workplace may undermine collaboration in a different setting. Successful programs recognize these differences and balance competition with support, feedback and recognition.

Ultimately, the research shows that effective gamification is about more than points, prizes and badges.

When thoughtfully designed, it can help employees learn, contribute and feel recognized for their work. But when organizations focus only on competition or performance metrics, they risk creating pressure rather than engagement.

As more workplaces embrace game-inspired approaches, the findings offer a simple reminder: motivating employees is not about making work feel like a game. It's about creating experiences that make people feel valued, supported and connected to what they do.