Enterprise Gamification in India: A Framework for Boosting Intrinsic Motivation and Workplace Engagement<\/p>\n
Gamification is the use of game-design\u2002elements in non-game contexts. Despite being a relatively new field, gamification has been utilized in several\u2002applications in a simpler form, ranging from customer loyalty through rewards points to enticing employee participation within the workforce by providing them with titles such as \u201cEmployee of the Month\u201d The latter came to be known as enterprise gamification where the organization uses gamified systems to achieve the desired internal change. But most of these systems are now oversimplified and externally focused, and serve only to reward employees with badges, a process that risks undermine the intrinsic\u2002motivations of the employee. Also, majority of the enterprise gamification platforms are built for the developed world and hence their need to explore how these might vary for\u2002an Indian audience with a different set of motivations and appeal to them. Bearing this in mind, this paper aims to understand the underlying psychological dynamics of how gamification works and its application in the Indian enterprise ecosystem specifically in the employee\u2002development process. This would contribute to the development of a proposed enterprise gamified framework contributing to enhance the workplace motivations and performance appraisal process being in vogue in\u2002the organizations in India. Finally we discuss the limitations of having such a\u2002system in place at the enterprise level and the areas for future development.<\/p>\n
Introduction
\nGamification is defined as \u201cthe application of game elements in non game contexts\u201d (Deterding, 2011) The purpose of gamification revolves around prompting the desired behavior, while catering\u2002to the player\u2019s motivation. One of the options used over and over again is to take the scoring elements used in video games and use them in a different\u2002context. While the expression is not exceptionally old, some of those principles have been utilized in practice\u2002for a considerable length of time, such as advancing identical customer practices towards loyalty through frequent flyer systems and enterprise leader boards inside the sales and customer care divisions. However, the concept had been slowly gaining an increasing no. of\u2002applications in the enterprise in recent years.<\/p>\n
For\u2002some of the examples refer below \u2013
\nIntranet \u2014 The community network used internally within SAP; it maintains leader\u2002boards for domain experts based on participation and contributions in every domain
\nImproving Productivity \u2013 Call\u2002centers have started adopting gamification techniques to enhance representative performance using leaderboards, levels, virtual badges and instant feedback. The risk being that it can act as\u2002a constant coercing and stalkin instrument.
\nEfficiency Enhancement:\u00a0 Efficiency enhancement is not only for the work of the employees\u2002related to their job, but also to improve the general skill level of employees. An example of this is aiding employees in\u2002handling their emails.\u2019 Companies employ gamification features like progress bars, virtual points, and time spent email feedback, to assist them in coping\u2002with this. Another company called Seriosity has\u2002modeled a virtual currency around the emails. Helps employees decide which mail to sit first and\u2002this also helps in deciding how urgent is the email that they are sending out to other people.<\/p>\n
Knowledge Management \u2013 This is used with Application WhoWhatWhere, an enterprise collaboration system where the move was made to encourage consultants to share the information on what are they working on so that it would be easy for\u2002consultants who are working on similar kind of project to reach out to them and get help
\nInnovationThe UK Dept of Works & Pension set up an \u2018Ideastreet\u2019,\u2002essentially a registered \u2018trading platform\u2019 for ideas, involving 30,000 staff. Ideas are put forward by employees which have an price associated which\u2002is like a listed stock. The stock\u2002is either purchased or sold to the other employees at the price of the stock which makes the companies that have become some of the strongest ideas have a higher market cap than the rest. This was found to\u2002be a very effective approach with the number of new ideas being put into practice increasing by about 54%.
\nRecruiting and Onboarding \u2013 The gamification\u2002is being used for recruitment where for some managerial positions, online simulation games are used that represent the real life scenarios and test the decision making ability of the players. This competition generates a set of top performers to\u2002be evaluated as the future hires for the company.<\/p>\n
The enterprise gamification and gamified systems examples\u2002mentioned above could, in broad terms be classified based on which user motivations they address, intrinsic or extrinsic motivations. Gamified systems are intrinsically entwined with their current system as in the one currently used in call centers, which very few organizations understand the\u2002long term negative impact. This will be discussed further in the following sections\u2002of this paper.
\nIn developed countries, there are organisations that work\u2002on gamification platforms for employee engagement. Currently Bunchball is one of the largest that provides Nitro as plugin gamification application\u2002for Salesforce. However the Indian enterprise\u2002market is still largely untapped and has vast potential for the same.<\/p>\n
In India, most employees rate the existing performance appraisal systems in\u2002most organizations as highly inefficient and unsatisfactory. Over the past few years, there have been countless experiments to try to fix employee morale, yet the\u2002workplace satisfaction continues to run below expectations. Therefore,\u2002in view of these factors, the objective of this paper is to suggest an enterprise gamification model to enhance the intrinsic workplace motivations and performance appraisal systems of Indian organizations.<\/p>\n
Theoretical Background
\nWhat are Games?
\nA formal broad definition which applies to all types of games was suggested by Zimmermann & Salen, 2003 as \u201cA game is a system in which players engage in artificial conflict, defined\u2002by rules, that results in a quantifiable outcome.\u201d
\nBut what this definition misses\u2002is a feedback system. Points, levels, progress bars are all examples of the feedback system used to quantify\u2002what has been achieved, and how close or far the achievement is compared to the goal and provide the motivation to keep playing.
\nAlongside the above, there exists the idea of voluntary\u2002participation. Whether it is games played indoors like monopoly, social games, alternate reality games or the most famous sport being played around today, voluntary\u2002participation requires each individual to play out the game to the full. This\u2002also ensures that the artificially created challenging environment does not appear threatening and such activities can be experienced as playful, safe and fun!
\nAll of these aspects of the definition of a game are important and are\u2002modelled by Dignan in the following figure (Dignan, 2011):<\/p>\n
A definition of a game (Resources,\u20022011)
\nWhat makes Games so Engaging?
\nBefore we get there, let us explore, what is it about games that are so engaging and how\u2002do we see it as a solution for the current engagement and productivity challenges in workplaces? On this question, an important research has been conducted by McGonigal to understand how\u2002playing games makes human beings happy. Studies have shown that \u201cpeople\u2002are at their happiest when doing hard work at the borders of their skill level\u201d (McGonigal, 2011). Developers are going to lose interest very fast if they run out\u2002of challenges all of a sudden. C:UsersmicaDesktopFlow. png
\nThis is something well explained by a\u2002core model of the video game appeal \u2013 the flow concept. Psychologist Mihaly Csikszentmihalyi studied how people feel when they are not overchallenged or underchallenged but at the right level of\u2002skills. And, if people learn with time and repetition,\u2002then the challenges must increase to keep up with the growing skills.<\/p>\n
Most of what was long considered a relaxing way to kill time \u2014 think watching TV\u2002\u2014 is actually mildly depressing, the research continues. She argues\u2002that is because companies rarely pace employees in a structured way at an appropriate level without giving them regular feedback. Rather, it proceeds to declare that \u201cThe Opposite of Work is not Play,\u2002it is Depression\u201d.
\nEven so, empirical research shows just how similar, if not identical, the\u2002responses that games trigger are to real-life emotions. Even if the reward could be nothing more exciting than growing more crops in Farm ville, still that reward, albeit fictional, creates an emotional\u2002state that is exactly the same as in real life. In it so summarize there are various levels of games which address different requirements of the player and\u2002have been categorized like-<\/p>\n
Conceptually, for the workplace, we can therefore determine that work\u2002in it-self is not the prime motivator or demotivator, for workers in any organization. Morale diminishes over time more because of one or\u2002more of those needs not being met. For example a very static company structure can really inhibit the worker\u2019s need for independence\u2002or autonomy. Even more so, a lack of a continuous stretch that allows the employees to hone their skills and a much more frequent and\u2002healthy feedback system to help them gauge where they are at is now gone. A gamified mechanism would provide\u2002the solution for this by giving them real-time feedback on their current level of profusion and measure their area of improvement. Autonomy: When a user is offered the option at different stages to determine goals for themselves, this means that their need for autonomy\u2002is also fulfilled. In\u2002this paper, we would thus look at crafting a framework taking these aspects into account.<\/p>\n
\u201d Using Games to Influence the Way People\u2002Behave
\nStanford University`s Dr. BJ Fogg created a behavioural model that outlined three components required for\u2002behavioral change to be possible Motivation, Ability & Trigger. Thus overall, the higher the\u2002motivational user, higher the chances for difficult to perform abilities to be executed. Conversely if the motivation of the user is extremely low, the ability required to complete the task has\u2002to also be extremely low i.e simple to execute. C:UsersmicaDesktopFogg. png
\nThus, at this point, when motivation and ability are high enough for crossing the threshold, a trigger is required in order to be able\u2002to modify the user behaviour. This model is\u2002useful for designers to discover what prevents people from doing the intended behaviour.<\/p>\n
This model is adapted in the form of game elements\u2002to nudge user behavior like this \u2013
\n1. Gamification uses positive feedbacks[2] in the form of points, scores, progress, social status etc to\u2002actually enhance motivation to use the application.
\n2. By training and mastering skills, they enhance the perceived ability of users by\u2002simplifying and breaking down complex tasks.
\n3. Game theory applies triggers to the pathway of excited users at the exact level of user\u2002capacity to elicit a change in behaviour.<\/p>\n
Motivational Design \u2014 Leaning on\u2002Gamification
\nThe crux of a gamification system is extracting the correct\u2002motivational factors that thrive on the user. The motivators are different for different people, so\u2002there is a need to customize the game systems as per the requirement of individuals. In broad strokes, there are two types of\u2002motivators: extrinsic and intrinsic motivators. Extrinsic motivators are\u2002oriented towards outside rewards like the pursuit of power and prestige. Intrinsic motivators are based on the joy\u2002of performing the activity itself rather than using reward mechanisms externally. Here are some examples of such intrinsic motivators at the workplace: autonomy, mastery, curiosity and relativity towards the greater\u2002purpose of the company.<\/p>\n
Traditionally, most organizations have,\u2002in a way, relied on extrinsic motivators to drive employee motivation and productivity. However,\u2002research indicates that by concentrating on benefits that are disconnected from task performance rewards, users lose that inherent motivation to perform the task that once existed, which ultimately is not the best interest of the user himself. Organizations that use\u2002gamification based upon external rewards then stop the rewards program will be worse off than when they started, as users will be less likely to return to the behavior without the external reward (Deci, Koestner & Ryan, 2001).
\nYet, proper gamification does focus on intrinsic motivators\u2002to aid them in their work life. Thus the idea of meaningful gamification takes it a step higher with gamified designs placing the user at\u2002its core targeting his\/her intrinsic motivations and an automatic user benefits attribute in with no dangerous effects in the long run.<\/p>\n
Sixteen Motivators\u2002(Reiss; 2001)
\nDespite the multitude of theories in the field, few\u2002have been based on real scientific research. Among the major contributors to this field is Steven Reiss, who presented 16 fundamental human motivators\u2002in his book \u201cWho Am I!\u201d, in a statistical way, by which he tries to explain human behaviour. Out of the 16 categories, we found only 11 to be work relevant as the other 5\u2002were related to physiological needs like eating and drinking which is not to be included in our scope. The 11 categories are listed below along\u2002with a summary of their desire profile, divided into intrinsic and extrinsic motivators:<\/p>\n
The influencers out of this list would vary for the respective profile segments, so understanding the core motivators at work for employees in India\u2002which will form the bedrock of the gamification framework to be defined would take research.<\/p>\n
Research Methodology
\nTo obtain the relative importance of the 11 Reiss\u2019\u2002motivators identified to influence human behaviour in a workplace setting, a quantitative approach was used in the form of a survey. The survey sample consisted of 36\u2002working individuals (in different organizations) from India. A Likert Scale was utilized for the Respondents to rate the importance\u2002of the motivators for them. Once their responses were recorded, a regression was run to determine the relationship of the respondent\u2019s levels of motivation\u2002in a workplace to the different motivators. Then, based on\u2002the standardized coefficients, their relative importance as motivators was determined. It was\u2002then followed by a process that guided us from a workplace setting perspective to the motivators that were deemed most significant for Indian employees.<\/p>\n
C:UsersmicaDesktopTempg.png
\nGamified Framework: A Research\u2002Methodology Process
\nThen finally those dominant storyline motivators, barriers to adoption insights would have been used to map to the\u2002correct game mechanics and deliver the final gamified system as shown above.
\nFindings
\nAnalyzing the results of the survey revealed that Indian Employees get motivated by factors\u2002like \u2018curiosity\u2019, \u2018independence\u2019,\u2019social contact\u2019 & \u2018status\u2019 and not competition or power. This means that game layers need to pay attention to group tasks and the freedom\u2002of players involved in the game, which is a gamification framework that needs to be built. It is also important to build the game layers of lessons in different levels to\u2002emphasize on increasing ability as \u2018curiosity\u2019 is an important motivator for Indian employees.
\nBased on\u2002the outcome we suggest an approach to construct a gamified system. Since there does not currently exist a fixed way of developing a gamified system however we have provided\u2002our recommendations from these results and from the theoretical construct we have made outlined above.<\/p>\n
Getting the\u2002Mechanics Right
\nTo challenge one another, people need\u2002to stand together and agree on goals \u2014 real ones \u2014 with real feedback mechanism in place describing how they are performing and how their contribution at an organizational level is helping them achieve those goals. Under this context game mechanics acts as a means to enhance either capability or the drive to perform the desired action for the employees through a\u2002real time feedback such as points, progress bars etc and other elements.
\nSince the primary motivators in the Indian work environment have been identified to be \u2018curiosity\u2019, \u2018social contact\u2019 & \u2018status\u2019 and \u2018independence\/ autonomy\u2019, it\u2002is imperative to ensure that specific game mechanics are placed to motivate these inspirations. EXTRACTION: Hence the below proposition \u2013 Since 3 different characteristics which serve\u2002different purposes, appropriate mechanisms would be used \u2013<\/p>\n
1. Curiosity & Autonomy Motivators \u2013 Personal Efficiency\u2002Model
\nProgress and productivity: using to-do lists, templates, and a\u2002progress bar map to track the employee\u2019s personal goals such as time management, number of cleared emails, percentage of the project completed etc both to enhance the capability and motivation. This is accomplished by rewarded progression, which creates incentives for\u2002players to finish goals they decide on themselves. Below given a sample diagram\u2002showing the same
\nC:UsersmicaDesktopPicture1. png
\nYou can not\u2002add new goals after September.
\nFor motivating the employee\u2019s need for curiosity, a series of interactive quizzes and coding challenges at various levels that would assess his\/her knowledge in\u2002the domain would be essential. The levels would be of adjustable difficulty (as with GMATs), depending on\u2002the performance of the worker at the previous level.
\nCustomisation\u00b7 Components\u2002to select personal goals across a few competency domains. It gives workers a sense of independence\u2002and freedom.
\n2. Online\u2002Stock Market Model \u2013 For Status and Social Contact
\nThe problem you are\u2002solving \u2013 Idea Resource \u2013 An innovative domain game where individuals generate ideas in their respective domain and ideas are floated on the virtual stock exchange. Now using in\u2002game currency employees can buy\/sell these ideas, so now each idea has a market cap as well.
\nExtrinsic reinforcement \u2014 is\u2002an in-game currency that you use to reward a good idea that you suggest.
\n3. Social Features and\u2002Peer Recognition \u2014 Towards Social Contact and Status
\nProjection and indication features for reporting\u2002which elements have driven engagement levels, where changes can be made within pragmatic expectations. Figure [image of an interface\u2002used to elicit positive peer feedback in a software called Rypple.]
\nThis social performance gives rise to the need of recognition, and is fulfilled by the existence of so-called Social Badges where the player\u2019s need\u2002for certain recognition from peers and to showcase their status is catered to.
\nC:UsersmicaDesktopwork.jpg
\nChurner \u2014\u2002Rypple used Social Recognition. com
\nA Guide to Designing a Gamification\u2002Framework
\nThis paper considers three main frameworks and models\u2002for a gamification framework. There\u2019s Dignan\u2019s \u201cGame Frame\u201d which dissects all the components of a behavioural game (Dignan, 2011), Dr. Reiss \u201cSixteen motivators\u201d outlines what drives the player (Reiss, 2001) and lastly Dr. Fogg\u2019s \u201cBehaviour model\u201d looks at how new behaviour is\u2002brought to life (Fogg, 2011).
\nAccording to Dignan a behavioural game consists of ten components that together create the\u2002design \u201cGame Frame\u201d framework (Dignan, 2011). This gives\u2002you the Game Frame, which allows the designer to look from the top down at any behavioural game and understand what the essential parts of the game are and how they add up to a game.<\/p>\n
In this paper, Dignan\u2019s \u201cGame Frame\u201d serves as a structure for\u2002describing the situation. We\u2002need to fill this structure with information from our research.
\nBut in order to\u2002design for the way the game is played and the tools that will be available to the players, you have to know what kind of behaviour gets you that (outcome). The survey results were reviewed to\u2002determine inhibitors (obstacles) of the desired behaviour (what currently prevents the desired behaviour) before considering how it would be played. You then use Dr. Fogg\u2019s \u201cbehavioural model\u201d to classify these barriers in not having enough skill or incentive to form and investigate what mechanics would help to cultivate\u2002the new behaviour. We will now proceed with each component\u2002of Dignan\u2019s frame explaining the whole gamification framework for our system.
\nThe Objective and Activity
\nThis proposed gamified framework will aim at boosting the workplace engagement and inappreciable motivation of the employee to be in accordance with the organizational goals along with providing a more constructive measure of\u2002feedback and performance. Consolidate positive\u2002behavior and recognition and reward in real-time. Do recognition in public or provide real\u2002rewards on the discount coupons.
\nGaming will mainly include entering logs, peer feedback, and\/or submitting ideas\u2002beyond setting custom goals.<\/p>\n
The Player Profile
\nAn attempt was made to build a profile of the players involved in the\u2002systematic looting of the nation, i.e. the Indian employees, based on the findings that we had deduced through our research. As \u2018curiosity\u2019, \u2018status\u2019,\u2002\u2018Independence\u2019 and \u2018social contact\u2019 turn out to be most important predictors, certain conclusion were made about the behavior of Indian Employees:
\nCount on peer recognition\u2002and gratitude from other employees
\nDeveloping new skills is a\u2002great motivator
\nEmployees stay motivated\u2002when they are allowed to plan their goals and the pace at which they want to achieve those goals
\nA lot of buzz is around organization-wide\u2002tasks or activities that involve teams.
\n.
\nOutcomes
\nThe final frame\u2002in Dignan\u2019s \u201cgame frame\u201d is the results that emerge over the course of the game. The immediate\u2002benefits should be mainly to receive individual insights into a day-to-day work task. Long-term: In the long run, to have\u2002a more transparent view of the evolution of their career,better feedback that can boost the morale of the employees. You\u2002can get immediate individual learning through feedback to visualize the impact and career progress.
\nDefining the Feedback Cycle
\nOne major feedback would be a community-like feature, so employees can give feedback to one another on\u2002their personal goal statuses. Community driven feedback, along with intangible rewards, will\u2002amplify their motivational vector. These rewards would relate to currency that can be spent in the game, and badges for reaching\u2002a set milestone.
\nA very interesting\u2002part of the competence model is that the workers are estimating themselves. This actually implies that the employees\u2002must also know the worth of their own performances within this system in terms of the feedback. Therefore, when tracking an\u2002activity, the employee must quantify how valuable that action may be.<\/p>\n
Defining Resources and Skills
\nResources are the game\u2002driving factors, using which a player gets ahead in a game. A virtual currency is\u2002assigned to the players to sell\/buy and that resource is known as the stock based platform for ideas. The common currency that is allocated to players in the game is limited, meaning that they\u2002must be prudent with how they use it to invest in ideas that they believe will pay the biggest dividends. Adding to the Gamified feedback system, resources are referred to as the badges and points\u2002that serve as a motivation for completing the work and used to reward the user.<\/p>\n
Skills are specific abilities one employs in a behavioral game and can be\u2002grouped as physical, mental and social. Our gamified way of set up is where players use their mental skills generation of ideas and continuous\u2002learning and social skills which makes individual get its comments to be popular and well traded.<\/p>\n
Triggers
\nSome activities\u2002are great triggers, For example very basic thing like sending notifications to the employees about informing him of his weekly performance in a domain in\u2002comparison to another Employee who is working in a similar domain can trigger him a bit. The notifications could also inform the employee about his weekly performance as compared\u2002to his\/her performance from previous week. The direct comparative between these types of situations could\u2002help employees get the pace set for the balance of the week.<\/p>\n
Transparency
\nShould an employee\u2019s performance be disclosed to other\u2002employees? It is a question worth serious\u2002consideration. These comparisons can be fatal as often employees do not like to compare with a\u2002progress of the other employees of the firm. One example is a gamification system based on leader boards used by Disney for its laundry\u2002workers. Not only did sharing real time information about a worker\u2019s performance influence his\/her performance,\u2002the constant comparison also rattled the workforce.
\nSharing information A critical part of the feedback mechanism because you can comment\u2002on progress and receive feedback One of the solutions for this problem could\u2002be to allow the employee to make the decision by giving him the option to disclose his\/her personal information to whoever they choose.<\/p>\n
System Limitations
\nThe proposed gamification strategy has\u2002its own advantages and disadvantages. The long term engagement is one of the most obvious\u2002that should be ensured. This type of implementations serve both immediate and long term goals and thus requires continuous development and sustenance to ensure that the players are always engaged and\u2002not bored. The focus should be on expanding the capacity of the players, while also modifying the motivational levers in the framework, this range from\u2002introducing new game elements to fine-tuning existing game mechanics<\/p>\n
One more limitation of a stock\u2002market like Ideas is that eventually there will be moments when there will be traded stocks that are along the lines of People and not Ideas. The biggest danger in\u2002this is that the system becomes personality driven instead of idea driven. Another as already discussed danger is that player becomes so attached with the game that he\/she limits his\/her considerations to raise stock price for the ideas he\/she chooses and not the ones that will make a\u2002difference.<\/p>\n
Then there is the\u2002matter of participation. Games require all\u2002of its participants to voluntarily choose to play. An\u2002open-source platform for ideas that lies outside of an employee\u2019s personal responsibility may not be enough to motivate players to get involved based on goodwill alone. Though employees of the organization can be encouraged by their superiors to be part of such a set up,\u2002but that puts the risk of the employee being in the system without much engagement. Participation is vital\u2002for any social game, and lack of interest to participate can harm the setup.
\nSystem Future\u2002Potential and Ideas for Further Development
\nEven if the game layer is designed to try to induce more motivation for each activity by bolting on structures of\u2002motivational elements, a large focus on leveraging an increase in ability has infiltrated the selection and design of the game mechanics.<\/p>\n
In-work organizational elements should be integrated\u2002into the system to ensure that the rewards earned in-game are clearly tied to the consultant’s career to achieve a greater impact. A move in that direction would look like integration of projects as part of the\u2002game layer. That would make it possible to connect log entries to specific project entities, this way the link between the\u2002system and what the consultant does will be more visible (creating a more relevant feedback loop). It can also make a good way that project leaders and management provide\u2002feedback. The\u2002up side is that it brings an extra dimension but the downside, and the main reason that it is not in the proposal, is that it adds to the commitment and time required to play the system. Adding team based mechanics into the system also holds a lot\u2002of promise. These can be project based teams\u2002or ad-hoc teams. Numerous\u2002examples demonstrate that the social element in working in a team is a strong vehicle for behaviour change.<\/p>\n
Take the time needed\u2002to create more relevant feedback loops, stronger awards related to the consultant\u2019s professional context, in-game currency that can be spent in the kitchen, team-based structure and challenges. The question however remains how deep this\u2002gamification system is allowed to flow into the organisation.<\/p>\n
Yet another aspect\u2002to discuss before implementing a gamified system is the influence it will have on the skill level of the employees. Employee development:Employee skills can be broadly classified under a) Core skills \u2013 Skills that all\u2002employees in the organization are supposed to possess b) Unique skills \u2013 skills unique to an individual c) Future skills \u2013 skills employee wants to have in the future. Best suited for a gamified set up is where employees are able to leverage their core skills to participate in a team-based activity for the overall organizational benefit or where individuals can, as\u2002part of their own growth, develop skills needed for future.<\/p>\n
On one hand, while it is essential for organizations to look closely towards data, employee behavior and\u2002organizational culture to create a gamification structure that can best support its objectives; It has to take steps to ensure that gamifying does not lead to a scenario where an employee just remains interested in playing a game and the fulfillment of his responsibilities is lost.<\/p>\n","protected":false},"excerpt":{"rendered":"
Enterprise Gamification in India: A Framework for Boosting Intrinsic Motivation and Workplace Engagement Gamification is the use of game-design\u2002elements in non-game contexts. Despite being a relatively new field, gamification has been utilized in several\u2002applications in a simpler form, ranging from customer loyalty through rewards points to enticing employee participation within the workforce by providing them […]<\/p>\n","protected":false},"author":5,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[6554,5821,7091,5724,5725,5915,656],"tags":[8273,8272,8270,8271,8274],"class_list":["post-39199","post","type-post","status-publish","format-standard","hentry","category-assignment-help-business","category-business","category-business-business","category-business-finance-homework-help","category-business-and-management-homework","category-business-example-essays","category-business-studies-assignment-help","tag-employee-motivation","tag-enterprise-gamification","tag-gamification","tag-indian-workplace","tag-performance-appraisal"],"_links":{"self":[{"href":"https:\/\/www.colapapers.com\/us\/wp-json\/wp\/v2\/posts\/39199","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.colapapers.com\/us\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.colapapers.com\/us\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.colapapers.com\/us\/wp-json\/wp\/v2\/users\/5"}],"replies":[{"embeddable":true,"href":"https:\/\/www.colapapers.com\/us\/wp-json\/wp\/v2\/comments?post=39199"}],"version-history":[{"count":0,"href":"https:\/\/www.colapapers.com\/us\/wp-json\/wp\/v2\/posts\/39199\/revisions"}],"wp:attachment":[{"href":"https:\/\/www.colapapers.com\/us\/wp-json\/wp\/v2\/media?parent=39199"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.colapapers.com\/us\/wp-json\/wp\/v2\/categories?post=39199"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.colapapers.com\/us\/wp-json\/wp\/v2\/tags?post=39199"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}