More than a game: how gamification fosters fun, engagement and performance in the hospitality workplace

Abstract

Purpose This study investigates how gamification strategies in hospitality organizations influence employee engagement, workplace fun, involvement and job performance. By adopting a dual-theoretical lens – self-determination theory (SDT) and the job demands-resources (JD-R) model – the study aims to explain the motivational and organizational mechanisms underlying gamification's impact. Design/methodology/approach A concurrent mixed-method design was employed, integrating qualitative interviews with hospitality professionals and quantitative survey data from frontline employees. Thematic analysis was used to extract qualitative insights, while quantitative data were examined using descriptive and inferential statistics. Findings Gamification was found to enhance employee engagement and performance by addressing psychological needs (SDT) and acting as a workplace resource (JD-R). Workplace fun and involvement emerged as critical mediators, linking gamified activities to increased intrinsic motivation and organizational commitment. Practical implications The results provide hospitality managers with actionable strategies to design gamification frameworks that are perceived as fair, development-oriented, and socially enriching, ultimately leading to sustained employee engagement and performance. Originality/value This study contributes to the hospitality literature by offering an integrative theoretical explanation for gamification's effects, bridging individual psychological needs with structural workplace dynamics through a mixed-method lens.