Summary Work is Gaming – Motivating factors in greenhouse horticulture Pekkeriet, E.J. and M.A. Bruins (Wageningen UR Horticulture) InnovationNetwork Report No. 10.2.247, Utrecht, The Netherlands, 2010 This preliminary study explores the main motivational factors and the most effective rewards (financial or non-financial) for greenhouse horticulture employees. This provides the starting point for the development of a reality game built on operative tasks in greenhouse horticulture. The aim of such a ‘WorkisGaming’ game is to make work more enjoyable and challenging so that employees are more happy and eventually productive. Additionally, this improves the image of working in the greenhouse horticulture sector. The preliminary study comprised a literature study of various motivation theories as well as workshops that were organized with greenhouse employees and their immediate managers. The result is a list of guidelines for the development of an inspiring reality game for greenhouse horti culture. The most important guidelines are: • The game must link up directly with the primary production process. Important input for the game therefore consists of quantitative and qualitative production data of the delivered work. Apart from objective data from workplace monitoring systems, subjective assessments can also be effective. • Human Resource Management (HRM) also supplies important input for the game, including the various operative tasks, reward structures, personal development trajectories and how digital ‘pats on the back’ can be awarded for good performance. • Employees want to deliver results and feel appreciated. This sometimes • • • keeps them from trying new tasks as this may affect their bonus, status or appreciation. However, employees do consider differentiation of tasks to be desirable and challenging. A game can stimulate this by also rewarding personal development and not just absolute output. Employees are strongly judged on individual results. Team work is still new and also demands different skills and competences. The mix of employees’ individual qualities probably determines the overall team performance, so both employees and managers believe. Employees fear that emphasis on team performance will detract too much from their reward as an individual. However employees can be easily motivated to see the common interest if they are given an incentive (i.e. extra personal appreciation, points or bonus) for helping a new team member’s development or the team’s overall performance. In addition, the game must take the multicultural composition of the staff, the older generation and interpersonal contacts into account. Interpersonal contacts are perceived to be important. The relationship with the manager is also perceived to be extremely important. The manager’s active participation in the game as a source of personal appreciation will have a positive impact. A game based on these guidelines is expected to help make working in greenhouse horticulture more enjoyable for employees. Employers will benefit from more motivated employees who are better able to pursue their personal development in the directions offered by the employer. 35 Pagina 40
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