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随着数字技术的原住民新生代成为职场主力军,一些企业开始借助数字技术为新生代员工赋能,以助力其价值创造能力的升级与发挥。本研究基于个人成长整合模型,采用结构方程模型探讨并验证了工作场景游戏化对新生代员工自我领导的赋能效果和机制。结果表明:工作场景游戏化能够赋能新生代员工的自我领导;心流体验和工作繁荣在游戏化对新生代员工自我领导的赋能过程中具有链式中介作用。探讨工作场景游戏化的赋能机制,不仅有助于丰富工作场景游戏化研究的理论框架,而且为破解“技术赋能-人文异化”悖论提供了新的理论视角。研究结论对企业在数字化转型过程中实现技术赋能与人文关怀的平衡具有重要启示意义。
Abstract：As the new generation of digital natives becomes the main workforce, some enterprises have begun to leverage digital technologies to empower these employees, thereby enhancing and unleashing their value-creating capabilities. Based on the Personal Growth Integration Model, this study employs structural equation model to explore and validate the empowering effects and mechanisms of gamification in work scenarios on the selfleadership of new-generation employees. The results indicate that gamification in work scenarios can empower the self-leadership of new-generation employees, with flow experience and thriving at work playing a chain-mediating role in this empowering process. Investigating the empowering mechanisms of gamification in work scenarios not only enriches the theoretical framework of research in this area, but also provides a new theoretical perspective for addressing the paradox of technological empowerment versus humanistic alienation. The findings offer significant insights for enterprises to achieve a balance between technological empowerment and humanistic care during their digital transformation processes.
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1.本研究参考王磊和宗睿（2025）将新生代员工样本年龄限定在30岁以内的做法,并结合本研究聚焦于工作场景游戏化,需重点考察对游戏机制接受度较高、更贴近业务执行层面的年轻中基层员工的特点,以“95后”这一典型时间节点为依据,将新生代员工界定为1995年及以后出生的在职群体,其成长历程与互联网、移动终端、电子游戏的普及高度同步,在行为上表现出对科层规则的超越意愿,偏好灵活协作与自主决策;在认知上具备较高的数字素养,对积分、虚拟角色等游戏元素具有天然的接受倾向,这些特质构成了其区别于其他代际群体的关键边界。
基本信息:
DOI：10.16471/j.cnki.11-2822/c.2026.1.002
中图分类号:F272.92
引用信息:
[1]陈园园,高良谋,毕玮,等.工作场景游戏化对新生代员工自我领导的赋能机制研究[J].中国人力资源开发,2026,43(01):25-39.DOI:10.16471/j.cnki.11-2822/c.2026.1.002.
基金信息:
教育部人文社会科学研究青年项目（24YJC630021）
2026-01-15
2026-01-15