Gamification in training and development processes: perception on effectiveness and results


  • Faculdade de Economia e Administraç~ao, Pontifıcia Universidade Catolica de S~ao Paulo
  • Pontifícia Universidade Católica de São Paulo
  • Mestrado Profissional em Gestão de Negócios, Faculdade FIA de Administração e Negócios, São Paulo
  • Pontifícia Universidade Católica de São Paulo



Gamification, Training, Development, Engagement


Purpose – Gamification is the use of game elements in different contexts. It is also a tool with potential
application in several areas, including training and development. From this reference, this study has a main
objective to identify a perception of efficiency and the measurable results in the process of gamification in
training and development actions.
Design/methodology/approach – The quantitative stage of the research sought to investigate the
perception of efficiency of professionals who have already undergone gamified training, collected through an
online form with responses on a Likert scale and treated with the Minitab Statistical Software. The qualitative
stage, on the other hand, identifies the perception of results through classification with professionals who
develop gamified training, with the results found in the content analysis techniques.
Findings – The compiled results confirmed the presence of engagement and its influence on motivation as one
of the advantage points for the application of gamification. It was also possible to find in these results the
relevance of design care for the game/training interaction to work effectively.
Originality/value – Among the trends of greatest incidence found in the research, are the possibility of
associating gamification with virtual reality and augmented reality, as well as with simulators to enhance the
experience lived by the player during training


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How to Cite

Azevedo Santos, S. ., Trevisan, L. N. ., Veloso, E. F. R., & Treff, M. A. (2021). Gamification in training and development processes: perception on effectiveness and results. REGE Revista De Gestão, 28(2), 133-146.