CAJ | 학술논문

从游戏化的定义出发，阐述游戏化管理的方式，即以激励为根本，唤起成就动机；以互动为核心，提高参与度和能动性；以公平作依托，营造企业与员工的双赢。从这3个方面分析了游戏化在人力资源管理中存在的价值，通过分析盛大公司、万豪国际酒店、德勤领导力学院和微软公司游戏化管理的成功实践，揭示了游戏化管理在体验经济时代的最佳实践，同时也给现代企业管理提供参考和借鉴。
종유희화적정의출발，천술유희화관리적방식，즉이격려위근본，환기성취동궤；이호동위핵심，제고삼여도화능동성；이공평작의탁，영조기업여원공적쌍영。종저3개방면분석료유희화재인력자원관리중존재적개치，통과분석성대공사、만호국제주점、덕근령도역학원화미연공사유희화관리적성공실천，게시료유희화관리재체험경제시대적최가실천，동시야급현대기업관리제공삼고화차감。
Based on the definition of gamification,this article analyzes the value of gamification applied to human resource management by stating the modes of gamification management.The modes are discussed from three aspects:arousing suc-cess motivation based on inspiration,encouraging participation and initiative centered on interaction,and building win -win between company and employees depending on fairness.This article uncovers that gamification management is the best practice in the Experience Economy age,and it gives references and sets examples to modern corporation management by using the successful practices of gamification management in Shanda,Marriott,Deloitte Leadership Academy and Mi-crosoft.