From gamification to work performance: a two-wave, two-study examination of psychological needs and meaningful work of employees in China and Singapore

Abstract

Purpose Organisations are increasingly adopting gamification as a strategy to enhance employee motivation, engagement, and performance. While prior research has primarily examined gamification as an organisational tool, this study shifts the focus to how employees experience gamification and its impact on their psychological needs, perceived work meaningfulness and motivation. Design/methodology/approach Drawing on Self-Determination Theory, we conducted two time-lagged studies in China and Singapore involving hospitality employees to examine the effects of three key affordances of gamification on autonomy, competence, and relatedness. These psychological needs were linked to meaningful work, which, in turn, influenced both intrinsic and extrinsic motivation and perceived performance. Findings Our findings demonstrate that the affordances of gamification significantly shape employees' psychological experiences, with competence and relatedness emerging as stronger predictors of meaningful work. Furthermore, we emphasise the importance of meaningful work in motivating work performance. Originality/value By validating our model across two culturally distinct contexts, this research offers novel insights demonstrating how specific gamification affordances – visibility, comparability and immediacy – affect the three basic psychological needs: autonomy, competence, and relatedness. In turn, how it influences meaningful work fostering both intrinsic and extrinsic motivation.