{"id":14884,"date":"2026-11-10T10:41:30","date_gmt":"2026-11-10T09:41:30","guid":{"rendered":"https:\/\/insights.ieseg.fr\/?p=14884"},"modified":"2026-11-10T10:45:35","modified_gmt":"2026-11-10T09:45:35","slug":"using-games-to-engage-employees-attention-to-losers-is-essential","status":"publish","type":"post","link":"https:\/\/insights.ieseg.fr\/en\/resource-center\/management-society\/using-games-to-engage-employees-attention-to-losers-is-essential\/","title":{"rendered":"Using games to engage employees: attention to losers is essential"},"content":{"rendered":"\n

Employee challenges and competitions, gift vouchers, leaderboards. These are just some examples of how companies are increasingly using games in the workplace to boost employee engagement and productivity. While some estimates indicate that the global gamification market could exceed $70 billion by 2029<\/a>, research has also highlighted that an effective gamification strategy requires careful design to avoid disengaging employees or even creating stress and anxiety.<\/p>\n\n\n\n

In a new paper, I\u00c9SEG\u2019s Thomas LECLERCQ and his coauthors from the Universities of Namur and Cairo, took a closer look at one important challenge for companies that turn to gamification: How can they best manage the experience for those colleagues who do not win competitions, contests, or challenges?<\/p>\n\n\n\n

 In reality, most participants are losers in such gamified activities. So, this is a crucial question as their motivation and engagement must be sustained after they lose otherwise, they risk becoming disengaged or potentially even anxious or stressed.<\/p>\n\n\n\n

Through a series of three experiments, the researchers found an interesting paradox: losing can actually promote work engagement by generating a form of benign envy toward winning colleagues. As opposed to malicious forms of envy, this is a more positive form of non-hostile envy, where the person is motivated to act to try to attain what the winner has.<\/p>\n\n\n\n

\n

\u201cBut this positive effect does not happen automatically and needs to be carefully managed,\u201d explains Thomas LECLERCQ (Professor of Marketing at I\u00c9SEG).  \u201cThe potential danger is that losers may try too hard to try and reach their goals and workplace relationships may be impacted.\u201d<\/p>\n\n\n\n

\u201cHowever, we find that when employees perceive a high likelihood of winning in the future or a powerful sense of control over their own performance, losing a contest has a stronger positive impact on their engagement.\u201d<\/p>\n<\/blockquote>\n\n\n\n

Practical applications \u2013 two steps companies can take<\/h2>\n\n\n\n

Gamification, therefore, should not only be designed around winners. According to Thomas LECLERCQ, there a number of ways that companies can take a proactive approach to help carefully integrate losers in their gaming strategies.<\/p>\n\n\n\n

Firstly, companies can highlight to participants that an objective is reachable<\/strong>, for example, by introducing more intermediate goals.<\/p>\n\n\n\n

 Imagine a sales team taking part in a month-long challenge to see who can generate the most sales. For participants experiencing difficulties, managers can break the overall sales target into smaller, progressive goals, such as daily targets. Each daily target represents a new milestone\/level to unlock, allowing participants to see themselves gradually moving closer to the overall goal. This can make the final objective seem more attainable and help sustain motivation throughout the challenge.<\/p>\n\n\n\n

Secondly, demonstrate to participants that their performance is really in their own hands<\/strong> \u2014 for example, by emphasizing the link between their efforts and their performance.<\/p>\n\n\n\n

 If an organization decides to run a sustainability challenge to encourage more environmentally friendly behaviors, such as reducing office waste or recycling, it could translate each action into a tangible impact, such as the amount of carbon emissions avoided or the equivalent number of trees planted.<\/p>\n\n\n\n

\n

\u201cIf you integrate these elements into your strategy, you can help ensure that the losers \u2013 and not only the winners \u2013 can be your best assets!\u201d, concludes Thomas LECLERCQ.<\/p>\n<\/blockquote>\n\n\n\n

\n\n\n\n

Read the full paper here:<\/p>\n\n\n\n

\u201cThe gamification paradox: when losing fuels engagement but strains workplace bonds\u201d, (The Journal of Business Research<\/a>, 2026), by Doaa Talaat, Wafa Hammedi and Thomas Leclercq.<\/p>\n\n\n\n

You can also find further articles relating to Thomas Leclercq\u2019s work here: https:\/\/insights.ieseg.fr\/en\/resource-center\/expert\/thomas-leclercq\/<\/a><\/p>\n\n\n\n

\n\n\n\n

Photo -Istock -Prostock-studio<\/p>\n","protected":false},"excerpt":{"rendered":"

Employee challenges and competitions, gift vouchers, leaderboards. These are just some examples of how companies are increasingly using games in the workplace to boost employee engagement and productivity. While some estimates indicate that the global gamification market could exceed $70 billion by 2029, research has also highlighted that an effective gamification strategy requires careful design … Using games to engage employees: attention to losers is essential<\/span><\/a><\/p>\n","protected":false},"author":3,"featured_media":1624,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[488],"tags":[801,1915,314,19,335],"article-type":[12],"class_list":["post-14884","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-management-society","tag-employee-experience-and-engagement","tag-employee-wellbeing","tag-engagement-en","tag-games","tag-gamification-en","article-type-editorial"],"acf":[],"yoast_head":"\nUsing games to engage employees: attention to losers is essential<\/title>\n<meta name=\"description\" content=\"Research took a closer look 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