Indonesian J
ournal of Ele
c
trical Engin
eering and
Computer Sci
e
nce
Vol. 1, No. 2,
February 20
1
6
, pp. 381 ~
389
DOI: 10.115
9
1
/ijeecs.v1.i2.pp38
1-3
8
9
381
Re
cei
v
ed O
c
t
ober 3, 20
15;
Revi
se
d Ja
n
uary 17, 201
6
;
Accepte
d
Febru
a
ry 1, 20
16
Designing Game-Based Service Desk towards User
Engagement Improvement
Kridanto Surendro
1
, Sarifah Putri Ra
flesia*
2
Schoo
l of Elect
r
ical En
gin
eeri
ng an
d Info
rma
tics, Bandun
g Institute of T
e
chno
log
y
,
Jl.Ganesh
a
10
Band
un
g, Indo
nesi
a
*Corres
p
o
ndi
n
g
author, em
ail
:
endro@
infor
m
atika.org
1
, 23
513
07
1@std.stei.itb.ac.id
2
A
b
st
r
a
ct
Alon
g the
i
m
p
l
ementati
on
of
Information
T
e
chno
l
ogy
(IT
)
, there
are
inci
d
ent, req
uest, p
r
obl
em,
and
eve
n
t. Ac
cordi
ng to
this,
org
ani
z
a
t
i
o
n
s
nee
d to
i
m
pl
e
m
e
n
t a
functio
n
w
h
ich
can
b
e
a
sin
g
le
p
o
in
t to
provi
de co
mmunic
a
tion
betw
een IT
service
provid
er an
d
IT
users. Informati
on T
e
ch
no
logy Infrastruct
u
re
Libr
ary (IT
I
L) me
ntio
ns servi
c
e desk
as a
function to
o
perate s
o
luti
o
n
of this
matt
er. But, recen
t
ly
orga
ni
z
a
ti
ons fi
nd new
cha
lle
n
ge w
h
ich is rel
a
ted to servic
e
desk staffs
’
motivatio
n
. T
he repe
ated activ
i
ti
es
w
h
ich are ru
n by service d
e
s
k
may ca
use s
a
turatio
n
.
This situatio
n w
ill af
fect
w
o
rkplace
enviro
m
ent an
d
prod
uctivity. In this researc
h
, w
e
propose
a desi
gn to h
e
lp or
ga
ni
z
a
ti
o
n
bui
ld g
a
m
e-l
i
ke activiti
es a
s
soluti
on to
bo
ost service
de
sk
’
s
motivati
on
w
h
ich ca
n g
i
ve go
od
i
m
p
a
c
t to service
d
e
sk
’
s
q
ual
ity. Our
prop
osed
des
i
gn us
es g
a
m
e
appr
oach
an
d I
T
IL practice
s t
o
ens
ure th
at
ga
me-
base
d
s
e
rvice
desk
is
w
e
ll
desi
gne
d.
Ke
y
w
ords
:
gam
i
fication, se
rvice desk, ITIL
Copy
right
©
2016 In
stitu
t
e o
f
Ad
van
ced
En
g
i
n
eerin
g and
Scien
ce. All
rig
h
t
s reser
ve
d
.
1. Introduc
tion
In the traditio
nal time, information te
ch
nology (IT
)
was pe
rcieved
as a tool wh
ich was
not directly
re
lated to
bu
sin
e
ss a
nd
strategy le
vel. But
,
nowaday
s t
here
a
r
e
alot
of organi
zatio
n
s
whi
c
h u
s
e IT as tool
s to sup
port to
p level in makin
g
de
cisi
o
n
whi
c
h me
ans IT is n
o
w
transfo
rme
d
as a
s
set whi
c
h i
s
dire
ctly
related to
strateg
c
level [
1
]. Therefo
r
e
,
organi
zatio
n
s
invest large a
m
ount of mo
ney for IT be
cau
s
e they
a
w
are abo
ut what positio
n o
f
IT within their
orga
nization
s. Unfortunate
l
y, expensive cost wh
i
c
h i
s
invested
can not help orga
nization
s in
avoiding in
cid
ent of IT [2].
When IT based activities ar
e interrupted, there wi
ll be del
ayed activities which
will
positively d
e
liver un
expe
cted imp
a
ct to
orga
nization
[
3
, 4]. Acc
o
rding to this
matter, IT services
provide
r
s mu
st ensure tha
t
all events which a
r
e
rel
a
ted to IT service
s
and op
erations a
r
e we
ll
manag
ed. IT
use
r
s mu
st b
e
provided
cl
ear m
e
c
hani
sm abo
ut wh
a
t
shoul
d they
do, an
d whe
r
e
sho
u
ld they report the inte
ruption
s
. In o
r
de
r to
help I
T
use
r
s to m
a
ke a
rep
o
rt
about IT se
rvice
s
,
orga
nization
s or IT service
provide
r
s mu
st impl
em
ent servi
c
e d
e
sk
whi
c
h a
c
ts a
s
singl
e and fi
rst
point of conta
c
t.
To imple
m
en
t servi
c
e
de
sk, organi
zati
ons nee
d to
run
be
st p
r
actices whi
c
h provide
sug
g
e
s
ted
ways in ma
na
ging IT servi
c
e
s
. Organi
zations
sh
ould
run IT g
o
ve
rnan
ce
practi
ce
s
whi
c
h en
able
control and
alignme
n
t betwee
n
IT function
s an
d
busi
n
e
ss g
o
a
ls [5]. In this
resea
r
ch, we
use
Inform
ation Te
ch
nolo
g
y
Infrastructu
re Li
bra
r
y (ITI
L) a
s
one
of
well
kno
w
n
a
n
d
recomme
nde
d IT governa
nce
pra
c
tice
whi
c
h i
s
used by organi
zation
s a
r
ou
nd the
worl
d
to
manag
e IT se
rvice
s
[6, 7].
Unfortu
nately
,
ITIL just
provide
s
su
g
ges
te
d a
c
tivities an
d me
cha
n
ism
to
deliver
excelle
nt IT
servi
c
e
s
. It doe
s n
o
t pro
v
ide a
wa
y t
o
en
gage
se
rvice
de
sk st
affs. Wh
erea
s,
according to
previou
s
rese
arch, there i
s
co
rrelatio
n b
e
twee
n user
enga
geme
n
t and succe
s
sfu
l
IT impleme
n
tation [8]. It is also
su
ppo
rt
ed by othe
r
rese
arch
whi
c
h mentio
ns t
hat the effe
ctive
ITIL impleme
n
tation ha
s p
o
sitive correl
ation to u
s
e
r
enga
geme
n
t [9]. Acco
rdin
g to this
matter,
we believe th
at organi
zatio
n
s whi
c
h impl
ement
se
rvice desk nee
d other ap
pro
a
c
h to ensure that
servi
c
e d
e
sk
employee
s a
r
e eng
aged.
Hence, we
pro
pose the inte
gration
of ITIL pra
c
tices
a
nd
persua
s
ive a
ppro
a
ch whi
c
h is name
d
g
a
mification.
Evaluation Warning : The document was created with Spire.PDF for Python.
ISSN: 25
02-4
752
IJEECS
Vol.
1, No. 2, February 201
6 : 381 – 389
382
2. Rese
arch
Metho
d
This part
will descri
be about
me
thods which are
used
in our
research.
In thi
s
research,
w
e
us
e
c
o
nc
e
p
t
ua
l fr
a
m
e
w
or
k
for
de
s
i
gn
in
g
gam
ified-servi
c
e. This
con
c
eptual fram
e
w
ork
provide
s
sy
stematic ste
p
s
to build gami
f
ied-se
rvi
c
e b
y
using gamif
ication mo
del
and ITIL [10].
More
over we use Ma
rczwe
ski mo
del an
d use
r
eng
ag
ement scale
as evalu
a
tion
appro
a
ch.
2.1. Integra
t
ing Gamifica
tion and ITIL
Gamificatio
n
i
s
d
e
fined
as the u
s
e
of ga
me ele
m
ent
desi
gn in
no
n
-
gam
e
contex
t [11]. It
provide
s
pe
rsua
sive app
roach to boo
st use
r
s’ mo
tivation and help users to rea
c
h sy
stem
own
e
r’
s go
al
s. Gamification is first bo
unced to
surface when scienti
s
ts who
resea
r
ch ab
out
human’
s b
r
ai
n aro
und th
e wo
rld a
g
ree that c
hall
enge
-a
chieve
ment-reward
loop p
r
om
o
t
es
prod
uctio
n
of dopami
ne wh
ich can creat
e the sen
s
e o
f
satisfactio
n
and de
sire to play again [1
2].
In gene
ral, th
e impleme
n
ta
tion of gamifi
c
ation ai
ms t
o
motivate users. It ca
n be
use
d
to
motivate use
r
s of system, su
ch a
s
staffs, co
st
ume
r
s,
student
s, etc. In organization, manag
er
is
person who respon
sibl
es to
motivate
the
staffs
. A manag
er ha
s to give atte
ntion to staff’s
person
a
l issu
e becau
se it can give n
e
g
a
tive impact
to prod
uctivity [13]. But, most of manage
r IT
,
inclu
d
e
s
se
rv
ice d
e
sk ma
nage
r can n
o
t handle thi
s
issu
e be
ca
use th
e lack of psycholo
g
y
kno
w
le
dge [1
3].
In 2025
staffs
will be transformed to
milleni
al
staffs [13]. T
hey
will
be
more active,
optimist, su
cce
s
s-d
r
iven, i
ndep
ende
nt, and te
chn
o
lo
gy con
s
um
er [13]. Theref
ore, o
r
ga
niza
tion
sho
u
ld fin
d
n
e
w
app
roa
c
h
to h
e
lp m
a
n
ager in
motivating
staffs.
Gamificatio
n
can
be
a
sol
u
tion
becau
se th
e
cha
r
a
c
teri
stics of mill
enial
are fit to th
e
gamificatio
n
con
c
e
p
t. Ga
mification
dri
v
es
the challe
ng
e, use tech
nology, and
the tasks
are cl
early
defined. Mor
eover, the u
s
e of
gamificatio
n can hel
p ma
nage
r to cre
a
te fresh
an
d fun enviro
n
ment, give reward to high
perfo
rman
ce
staffs, and bu
ild colla
boration.
In 201
4 th
ere is a
re
se
a
r
ch
whi
c
h
h
a
s
prov
ed th
at there i
s
a
n
op
po
rtunity to run
gamificatio
n
along ITIL im
plementatio
n
[14]. But, th
is previou
s
research
wa
s no
t providing
cl
ear
picture of inte
gration
betwe
en ITIL and g
a
mificati
on.
While oth
e
r
rese
arche
s
al
so p
r
op
osed
the
desi
gn of ga
mified se
rvice desk [15].
But it
does not descri
b
e about h
o
w to sele
ct game
element
s. In fact, when
gamifie
d-sy
stem devel
oper skips thi
s
st
ep, it
will
drive the fail
ure
becau
se o
r
g
anization
s di
rectly force
use
r
s
to u
s
e
the gam
e
element
whi
c
h a
r
e
sel
e
cted
orga
nization
s as sy
stem
own
e
r.
Whe
n
it ha
ppen
s, use
r
s will
use
elem
ent
s
whi
c
h
are
not
suitabl
e with
their motiva
tion [16]. According
to p
r
eviou
s
re
se
arch, we
co
nclu
de that the
integratio
n of gamification
and
se
rvice
desk is po
ssi
ble to do. Moreove
r
, we entry so
me
improvem
ent
like
motivati
on the
o
ry to
cho
o
se g
a
m
e
ele
m
ent
an
d u
s
e
r
e
nga
gement
scale
as
evaluation in
strument.
2.2. Marcz
w
e
ski Model
Marczwe
s
ki
model offe
rs
the gamification mod
e
l whi
c
h i
s
rel
a
ted
to use
r
s’
mot
i
vation.
Users’ m
o
tivation i
s
used to choose
game el
ement
s that
will be emb
edded in the
system.
Acco
rdi
ng to
motivation th
eory, there a
r
e 2 types
of
motivations
[
17]. Firs
t, ext
r
ins
i
c
motivatio
n
whi
c
h i
s
relat
ed to
actio
n
s
whi
c
h
are
trig
gere
d
by
re
ward. Se
co
nd,
motivation int
r
insi
c, it
com
e
s
from the willi
ngne
ss. People with instri
nsi
c
moti
vation do their tasks be
ca
use they aware
their
role. The
r
e a
r
e a lot of opinion
s say tha
t
intrinsic m
o
tivation were better than e
x
trinsic [12].
But,
orga
nization
need
s to resp
ect both m
o
tivations a
nd it
must hel
p th
e staffs to g
e
t what they want.
This
situation
will build satisfactio
n
and t
r
ust
of staffs
whi
c
h drive th
em to give more.
Figure 1. Marczwe
s
ki gami
f
ication conte
n
ts
Evaluation Warning : The document was created with Spire.PDF for Python.
IJEECS
ISSN:
2502-4
752
De
signi
ng Ga
m
e
-Based Se
rvi
c
e Desk To
wards
User E
ngag
em
ent… (Kridanto Su
rend
ro
)
383
Marczwe
s
ki identify the type of player
by t
he type o
f
motivation.
This ide
a
is
modified
from Ri
cha
r
d
Bartle’s pl
aye
r
’s type [18]. Figur
e 1 sh
o
w
s the g
a
mification
conte
n
t
s for every typ
e
of player whi
c
h is ada
pted from Ma
rczwe
ski mo
del.
2.3. User En
gagemen
t
Scale
User en
gag
e
m
ent is defin
ed as
cog
n
itive and
em
otio
nal aspe
ct. It
rep
r
e
s
ent
s the feeling
of enjoy and
absorb
ed wh
en doin
g
a task [19]. We
b
e
lieve that when staffs a
r
e enga
ged th
eir
satisfa
c
tion will be incre
a
se
d. Meanwhile
, when staffs
as users are motivated an
d satisfied, th
e
y
will be boosted to be more
productive [13].
In this research, we u
s
e u
s
er e
nga
gem
ent sc
ale (UES). It is introdu
ced by Heather ‘O
Brien i
n
o
r
d
e
r
to i
dentify the d
egree
of
user
en
gag
e
m
ent [20].
We imple
m
ent
UES to
cu
rre
nt
system a
nd
game
-
ba
se
d servi
c
e d
e
sk
in ord
e
r
to p
r
ove that by addin
g
game
element
s, user
enga
geme
n
t
will b
e
in
crea
sed.
The
attri
bute of
U
ES are
focuse
d attention (FA),
aesth
etic (A
E),
novelty (NV),
perceived u
s
ability (PU), e
ndurab
ility (ED), felt involvement (FI) [2
0].
2.4. Ser
v
ice
Des
k
Qualit
y
In orde
r to prove that there is correl
atio
n betwe
en u
s
er en
gag
eme
n
t and service desk
quality, we n
eed to eval
u
a
te the qu
ali
t
y of
non
ga
me-b
ased se
rvice de
sk a
nd
ga
me-ba
s
ed
servi
c
e de
sk. The basi
c
in
dicato
rs of go
od se
rvice d
e
sk a
r
e re
sp
o
n
se time, call
rate, record
s of
requ
est call, rate of compla
ints, accuracy of inci
dent cla
ssifi
cation,
growth rate of desk in
cid
ent,
rate of incid
e
n
t handlin
g, and first call co
mpletion rate [6].
3. Result a
n
d Analy
s
is
In this re
se
a
r
ch, o
u
r
ca
se study i
s
o
ne of ente
r
p
r
ise in Ind
one
sia. It is goi
ng to be
mentione
d a
s
XYZ Coop
eration. XYZ
Coo
peratio
n
is on
e of e
n
terp
rise whi
c
h i
s
o
w
ne
d
by
govern
m
ent.
It acts a
s
p
u
b
lic
se
rvice
provide
r
such as m
a
il delivery,
pa
cka
ge d
e
livery,
bill
payment, etc. XYZ Coope
ration u
s
e
s
I
T
to sup
p
o
r
t daily activites. It also has
IT division th
at
ensure
s
IT availability to su
pport bu
sin
e
ss goal.
As an initial
activity, we d
o
ob
servatio
n
and inte
rvie
w the ma
nag
er of servi
c
e
desk in
XYZ coope
rat
i
on. The man
ager
confi
r
me
d the re
sult
of interview tha
t
they need a new a
pproa
ch
to motivate the se
rvice
d
e
sk employe
e
s e
s
pe
ci
ally
servi
c
e de
sk analy
s
ts b
e
ca
use there
are
incomi
ng rep
o
rt abo
ut slo
w
re
spo
n
se
for incid
ent
handli
ng. According to th
is intervie
w, we
con
c
lu
de that
we are a
b
le to use XYZ co
operation service de
sk a
s
a ca
se stu
d
y.
3.1. Curren
t
Situation
Acco
rdi
ng to
interview
and
observation,
gamifie
d
-
service is fe
asi
b
le. More
over,
it also
can
be
teste
d
in XYZ
co
op
eration.
XYZ
coo
perat
ion h
a
s wo
rk
u
n
it whi
c
h
i
s
nam
ed
O
p
e
r
ation
a
l
and IT Help
d
e
sk. This
wo
rk u
n
it con
s
i
s
ts 15
staffs,
1 manage
r, and 2 man
a
ger a
ssi
stant.
In
previou
s
pa
rt, we
mentio
ne
d that
se
rvice
de
sk ma
n
a
g
e
r in
XYZ
coo
peratio
n
said
that there
were
incomi
ng re
p
o
rt about sl
o
w
re
spo
n
se in handlin
g in
cide
nt. More
over, we fou
nd that there
are
some i
n
ci
de
nts whichare
not re
cord
ed.The
r
ef
ore, we ne
ed
clea
r rules
to ensure t
he
confo
r
ma
nce.
Operational a
nd IT Helpde
sk unit in XYZ c
oop
eratio
n run
s
a non
game-b
a
sed
service
desk. In thi
s
step,
we
nee
d to id
entify the
u
s
e
r
e
nga
gement deg
ree
of non ga
me-b
ased se
rvice
desk. Identifying the
user
enga
geme
n
t of
non game
-
based se
rvice
de
sk is i
m
portant
be
ca
use
we have to know
whe
r
e th
e position of
XYZ coope
ra
tion servi
c
e d
e
sk is. Furth
e
r, the re
sult of
identificatio
n
will be
comp
ared
to the
u
s
er
en
gag
em
ent of g
a
me
-based
se
rvice de
sk. Tabl
e 1
sho
w
s the user eng
age
me
nt of non gam
e-ba
se
d se
rvi
c
e de
sk.
Table 1. The
use
r
eng
age
ment of non g
a
me-ba
s
ed
service d
e
sk
Respo
n
d
e
nts
F
A
PU A
E
ED NV
FI
Total
1
53,33
57,50
48,00
52,00
40,00
40,00
48,47
2
53,33
55,00
56,00
60,00
33,33
33,33
48,50
3
51,11
55,00
48,00
56,00
33,33
40,00
47,24
4
55,56
57,50
56,00
60,00
33,33
40,00
50,40
5
51,11
62,50
48,00
60,00
40,00
53,33
52,50
6
55,56
57,50
52,00
56,00
40.00
40,00
50,17
Total
53,33
57,50
51,33
57,33
36,67
41,11
49,50
Evaluation Warning : The document was created with Spire.PDF for Python.
ISSN: 25
02-4
752
IJEECS
Vol.
1, No. 2, February 201
6 : 381 – 389
384
Acco
rdi
ng to
Table
1, th
ere i
s
an
op
portunity to
boo
st the
user e
nga
gem
ent. The
activities of service d
e
sk
are
fit to gamification co
nce
p
t. It has routine a
c
tivities and en
g
a
g
e
peopl
e to finish the tasks. In this work u
n
it, a manage
r re
spo
n
si
ble
s
to monitor t
he activities o
f
IT
servi
c
e d
e
livery. By usin
g gamificatio
n, IT
manag
er is n
o
t just provid
ed
a way to ru
n
perfo
rman
ce
appraisal a
n
d
re
wa
rd th
e
service
d
e
sk
a
nalyst, ma
na
ger is al
so
be
able
to
do
other
task
su
ch a
s
enabli
ng coll
a
boratio
n amo
ng team mem
bers.
After gathe
rin
g
inform
ation
and
evaluati
ng no
n ga
me
-ba
s
ed
service de
sk,
we
n
eed to
identify what is our fu
rther
targe
t. In this implementati
on of gamification along I
T
IL, out targe
t
is
getting po
sitive improvem
e
n
t of user e
n
g
ageme
n
t and
servi
c
e de
sk quality.
3.2. Propose
d
Design
In this ste
p
, we p
r
ep
are
and d
e
si
gn t
he c
ontent o
f
servi
c
e b
a
sed on ITIL
a
nd the
gamificatio
n
conte
n
ts. Service de
sk
op
erate
s
p
r
oc
esse
s whi
c
h
are relate
d to incid
ent han
dl
ing,
probl
em ha
n
d
ling, req
u
e
s
t fulfillment, event manag
e
m
ent, and a
c
ce
ss m
ana
ge
ment. But, in
this
resea
r
ch we
only ch
oo
se one
proce
ss. T
he
cho
s
en
process is in
cide
nt
manag
eme
n
t. We
cho
o
se this p
r
ocess b
e
cau
s
e it is al
way
s
bein
g
t
he first and p
r
iority
pro
c
e
ss that
is intro
duced
in
impleme
n
tation of se
rvice
desk.
The prototype of game
-
b
a
se
d se
rvice
desk that we desi
gn is
named
as E
L
RO
ND.It
contai
ns seven main feature
s
. Those are (1
) re
co
r
d
custo
m
er, (
2
) re
co
rd inci
dent, (3) s
o
lu
tion
databa
se (4)
kno
w
n e
rro
r databa
se (KE
D
B), (5
) es
ca
lation, (6) cl
o
s
e inci
dent, (7) lead
erb
oard.
More
over, E
L
RO
ND is u
s
ed
by three
users
whom
ITIL
mentio
ns as main use
r
s. They are
servi
c
e de
sk analyst, se
rvice de
sk su
pe
rviso
r
,
and se
rvice de
sk m
anag
er. Figu
re 2 sho
w
s ho
w
every role
s in
service de
sk
manag
e the incid
ent.
Se
r
v
i
c
e
Des
k
Ser
v
i
c
e
De
s
k
Su
p
e
r
v
i
s
o
r
Ser
v
i
c
e
De
s
k
An
a
l
y
s
t
Se
r
v
i
c
e
Des
k
Ma
n
a
g
e
r
Rep
o
r
t
in
c
i
d
e
n
t
Ava
i
l
a
b
l
e
to
so
l
v
e
?
Cr
e
a
t
e
ti
c
k
e
t
N
Pr
o
c
e
s
s
In
c
i
d
e
n
t
Y
Es
c
a
l
a
t
e
De
l
i
v
e
r
th
e
se
r
v
i
c
e
Cl
o
s
e
Av
a
i
l
a
b
l
e
to
so
l
v
e
?
Es
c
a
l
a
t
e
N
Pr
o
c
e
s
s
ti
c
k
et
Y
Dir
e
ct
so
l
u
t
i
o
n
Pr
o
c
e
s
s
ti
ck
e
t
Di
r
e
c
t
so
l
u
t
i
o
n
Figure 2. Inci
dent mana
ge
ment flow ch
art
First, IT u
s
e
r
s repo
rt the i
n
cid
ent to
se
rvice
des
k
analys
t. In this
ac
tivity, s
e
rvic
e
des
k
analyst creat
es a ne
w dat
a cu
stome
r
if cu
stome
r
doe
s not exist in databa
se.
Secon
d
, if th
e record
of
custome
r
i
s
al
ready
saved, se
rvice d
e
sk a
nalyst i
n
p
u
ts the
details of in
ci
dent
su
ch
a
s
inci
dent
cat
e
gory, d
e
sc
ri
ption of
in
ciden
t, time and
d
a
te of i
n
ci
den
t,
level of urgen
cy, etc.
Third, servi
c
e
desk analy
s
t che
c
ks
candi
date
sol
u
tion
from datab
ase. If suitable solutio
n
can
not
be fo
und i
n
solutio
n
data
b
a
s
e, h
e
p
r
ovide
s
so
lution b
a
sed
on hi
s
experti
se. T
h
is a
c
tivity
is also the m
e
ch
ani
sm of solutio
n
entry
. A
ll candidat
ed sol
u
tion
must be a
p
p
r
oved by se
rvice
desk supe
rvisor. On
ce it is accepte
d
and
approve
d
, it
will be re
co
rd
ed as
solutio
n
.
Fourth, i
n
cid
e
n
ts
which a
r
e
rep
o
rted
mo
re t
han
on
ce
will be
re
co
rd
ed a
s
a
known erro
r.
The database of known error named KEDB. This
feature
will
help organization to find the
wea
k
n
e
ss of
IT Service
an
d it also
en
a
b
les
opp
ortu
nities to im
prove
and eval
uate
the se
rvice.
This featu
r
e contain
s
inci
de
nt reco
rd
s, so
lutions, an
d n
u
mbe
r
of rep
o
rt.
Evaluation Warning : The document was created with Spire.PDF for Python.
IJEECS
ISSN:
2502-4
752
De
signi
ng Ga
m
e
-Based Se
rvi
c
e Desk To
wards
User E
ngag
em
ent… (Kridanto Su
rend
ro
)
385
Fifth, servi
c
e
desk
analyst use
sol
u
tio
n
datab
ase
and hi
s
kno
w
led
ge to d
e
liver the
solutio
n
if customer is
satisfied and se
rvi
c
e is
b
a
ck to norm
a
l, servi
c
e de
sk analy
s
t can
clo
s
e the
incid
ent. In
contra
ry, if sol
u
tion i
s
n
o
t worki
ng,
se
rvice de
sk a
nalyst must
analy
z
e the i
n
ci
dent
. In
this situatio
n, service de
sk analyst will g
e
t supp
or
t an
d help from u
pper level. Escalatio
n
featu
r
e
enabl
es
se
rvice d
e
sk a
nal
yst to create
incid
ent ti
cke
t
and forwa
r
d
it to sup
e
rvi
s
or or
man
a
g
e
r.
Manag
er and
sup
e
rvi
s
or are re
spo
n
si
ble
to
o
pen
the escal
a
te
d ticket. Thi
s
feature
ena
bles
colla
boration
among tea
m
membe
r
.
Sixth, when
solutio
n
for i
n
cid
ent is d
e
l
i
ve
red to
cu
stomer, service de
sk a
naly
s
t clo
s
e
s
the in
cide
nt
manag
eme
n
t pro
c
e
s
s. EL
RO
ND sta
r
ts
the gamifi
c
ati
on p
r
o
c
e
s
s when th
e in
cid
ent
is
c
l
os
ed
.
Gamificatio
n
has
content
s and cle
a
r rule
s.
In
o
r
de
r to
cho
o
se g
a
mification
conte
n
ts, we
have ch
osen
four types of
player
s whi
c
h
represent bo
th motivations. Tho
s
e type
of players a
r
e
selfsee
k
er,
e
x
ploiter, soci
alize
r
, an
d a
c
hieve
r
.
When the firs
t time user interac
t
s
to E
L
ROND,
there i
s
a po
p up of que
stionaire. Thi
s
questio
nai
re
is ada
pted from Ma
rczwe
ski g
a
mification
model
which
use
s
to
id
enti
f
y the type
of
play
er and which ga
me el
ements
will be used to every
servi
c
e
de
sk analy
s
t.We
use
this app
roach to
avoid the fa
ult m
o
tivation and
game
elem
e
n
ts
identificatio
n whi
c
h can le
ad to un
com
f
ortable
sy
st
em enviro
n
m
ent. In this situation, se
rvice
desk analyst
will perci
e
ve t
hat gam
e elements
do no
t serve them.
But, beside the use of
specific
conte
n
ts fo
r
every u
s
e
r
s,
we
use b
a
si
c gamifi
c
at
ion
conte
n
t for al
l users
su
ch
as l
ead
erb
o
a
r
d,
point system,
and user’
s
profile.
The point sy
stem is divi
ded into two
ty
pe of points, experie
n
c
e poi
nts (X
P) and
rede
ema
b
le points (RP). This point
a
c
ts
a
s
virt
ual
curre
n
cy
whi
c
h
can
be
converted
to real
ince
ntives or
spe
c
ific
conte
n
ts. Figure 3
sho
w
s the flow ch
art of poi
nt convertio
n
.
Po
in
t
Co
n
v
e
r
t
i
o
n
A
u
toma
te
d
Sy
s
t
e
m
Se
r
v
i
c
e
De
s
k
An
a
l
y
s
t
St
a
r
t
Se
r
v
i
c
e
is
de
l
i
v
e
r
e
d?
XP
ga
i
n
s
RP
ga
i
n
s
Lo
s
e
RP
Ch
e
c
k
pl
ay
e
r
’
s
ty
p
e
Co
n
v
e
r
t
Y
N
Se
e
th
e
conv
e
r
s
i
on
an
d
po
i
n
t
s
En
d
Figure 3. Con
v
ertion of poi
nts
After we figure out how sy
stem will operate, we
will
desi
gn the gamification rul
e
s. First,
we n
eed to
d
e
sig
n
a
rule f
o
r p
o
ints. Th
e syste
m
will
automati
c
all
y
increase o
r
decrea
s
e
RP by
che
c
king
urg
ency level
an
d time of
co
mpletion. In
contratry, XP alway
s
gai
n
s
be
ca
use e
v
ery
action
will increase the
ex
perience of
service desk analysts
. T
abl
e 2
shows the level urgenc
y
and time of completion.
Evaluation Warning : The document was created with Spire.PDF for Python.
ISSN: 25
02-4
752
IJEECS
Vol.
1, No. 2, February 201
6 : 381 – 389
386
Table 2. Leve
l
of urgen
cy and time to sol
v
e incide
nt
Urgenc
y
le
v
e
l
Estima
ted time to
so
l
v
e
inc
i
de
n
t
1 = Lo
w
12– 23 hou
rs 59
minutes 59 seconds
2 = Middle
6 – 11 hou
rs 59
minutes 59 seconds
3 = High
0 – 5 hours 59
m
i
nutes 59 seconds
As
we can se
e
on Figu
re 3
,
the
sy
stem will
che
c
k the
statu
s
of
se
rvice. When t
he time
run
s
out, in
cident ticket i
s
faile
d. Thi
s
event
will cause servi
c
e
de
sk
an
alyst
lose
s RP. In
contrary, eve
n
the inci
den
t ticket is fail
ed, XP k
eep
s gaini
ng b
e
c
au
se eve
n
i
n
cid
e
nt ticket is
failed, SDA g
e
ts expe
rien
ce. In other
co
ntrary
, when
SDA delivers the sol
u
tion
to cu
stome
r
on
scheduled
ti
me
as we can see
i
n
Table 4,
RP and XP will
gai
n. RP
can be exchanged to
desi
r
abl
e gamification
cont
ents and X
P
will pop the special
cont
ent up
when i
t
reaches
specific
amount
s. Tab
l
e 3 sho
w
s the XP and RP rule
s.
Table 3. Rul
e
s for XP and
RP
Con
d
iti
o
n
Urgenc
y
XP
gains
w
h
en
incide
n
t ticket i
s
success
XP gains
w
h
en
incide
n
t ticket i
s
failed
RP gains
w
h
en
incide
n
t ticket i
s
success
RP gains
w
h
en
incide
n
t ticket i
s
failed
XP current
= 0-750
1 +10
+1
+10 -5
2 +12
+12
-6
3 +20
+20
-10
XP current
= >751
1 +5
+5
-3
2 +10
+10
-5
3 +15
+15
-8
As we
ca
n se
e in Figu
re 3,
after the in
cid
ent
rep
o
rt is
close
d
, the ga
mification p
r
o
c
e
ss i
s
started,
a
nd ELRO
ND run
s
point
sy
st
e
m
.
A
f
t
e
r t
he point
sy
st
e
m
run
s
,
sy
st
e
m
run
s
re
wa
rd
system. In reward
system,
XP and
RP
are
converted to game
el
ement.
The system will
reward
the gam
e ele
m
ent ba
se
d
on the type
of se
rvic
e de
sk analy
st.
There
are
six game eleme
n
ts
whi
c
h a
r
e rel
a
ted to point
system. Tho
s
e a
r
e vi
rtual
good
s, bad
g
e
s, exclu
s
ive
or unlo
c
kabl
e
conte
n
ts, so
ci
al status, leve
l, and que
st.
3.2.1. Virtual Goods Rule
s
This game el
ement is
given to self-seeker
and exploit
e
r. Virtual
goods
will pop up when
use
r
re
ache
s spe
s
ified am
ount of XP.
The virt
ual g
ood
s ca
n be
excha
n
ge to
real g
ood
s such
as, pi
zza vo
u
c
he
r
and
the
m
e p
a
rk vou
c
he
r. Ta
bl
e
4
sh
ows th
e
rules of virtu
a
l
co
ntents.
T
h
is
game ele
m
en
t depend
s on
XP
Table 4. Rul
e
s of virtual co
ntents
Virtual Goods
Description
Required XP
Get voucher f
o
r
pizza order
700
Free couple of t
h
e
me park tickets
3500
3.2.2. Badge
s Rules
Badge
s a
r
e
relate
d to
reputatio
n of
se
rvice
de
sk
an
alyst. Table 5 sh
ows
the
depe
nden
cy
of badge
s an
d RP.
Table 5. Rul
e
s for ba
dge
s
Name of Badges
Description
Required RP
Master III
1000
Master II
3000
Master I
7000
Evaluation Warning : The document was created with Spire.PDF for Python.
IJEECS
ISSN:
2502-4
752
De
signi
ng Ga
m
e
-Based Se
rvi
c
e Desk To
wards
User E
ngag
em
ent… (Kridanto Su
rend
ro
)
387
3.2.3. Exclusiv
e/Uncl
ocka
ble Content
Rules
In orde
r to g
e
t exclu
s
ive
conte
n
t and
unlo
c
kable
content, se
rvice d
e
sk a
nal
yst with
spe
c
ified typ
e
must h
a
ve
big amou
nt
of XP. Th
is conte
n
ts a
r
e ra
re an
d g
i
ven to the high
perfo
rman
ce servi
c
e
d
e
sk analyst
with motivation
in
trinsi
c. Ta
ble
6 sh
ows the rules of ex
clu
s
ive
and unl
ocka
b
l
e conte
n
ts.
Table 6. Rul
e
s for excl
usiv
e and unl
ockable content
s
Exclusive
content/unlockable content
Description Required
XP
Free flight for
2 p
e
rsons
10000
Voucher for h
o
m
e
appliance
purchase
20000
3.2.3. Social
Statu
s
This ele
m
ent
is given to so
ciali
z
er. It rep
r
esent
s the
social
status o
f
user in the
system.
Table 9 sho
w
s the rule
s for soci
al statu
s
.
Table 7 sh
o
w
s the
rule
s for so
cial
status.
Table 7. Rul
e
s for soci
al st
atus
Name
Required
XP
Beginner
300
Skilled 2000
Well-experience
d
7000
3.2.4. Lev
e
l
Level de
scrib
e
s d
e
g
r
ee
of experi
e
n
c
e.
Whe
n
the fi
rst time
se
rvice d
e
sk
anal
ysts i
s
regi
stered, hi
s level
i
s
first
level. To
in
crease
the
leve
l, he
sh
ould
i
n
crea
se
hi
s p
e
rform
a
n
c
e
a
nd
experie
nce which a
r
e relat
ed with the a
m
ount of
XP.
Table 8 sho
w
s the rule
s for giving level.
Table 8. Rul
e
s for level
Level Required
XP
1 0
2 – 10
(Level x 5) +
50
11 – 20
(Level x 10
) + 75
3.2.5. Quest
Que
s
t is ap
p
eare
d
when
servi
c
e d
e
sk
analyst
with
spe
c
ific pl
aye
r
type rea
c
h
e
s
certain
XP amount. Table 9 sho
w
s
the rule
s for q
uest.
Table 9. Rul
e
s for qu
est
Name
Required
XP
Quest 1
500
Quest 2
1500
ELRO
ND h
a
s core el
ement
s su
ch a
s
poi
nts and lea
d
e
r
boa
rd. Eventhoug
h, servi
c
e desk
analyst
s
hav
e differe
nt type of playe
r
, their
point
s ca
n be
see
n
by
all sy
stem u
s
ers. In thi
s
case
study, so
ciali
z
ers
are
treat
ed different
ly; they ca
n con
v
ert their
RP
to
ince
ntive if they need
it. It
is be
ca
use th
ey dont h
a
ve
element
s
whi
c
h
can
be
co
nverted to
re
al goo
ds. If g
a
mification
is all
about virtual
elements, it
can be faile
d. The gam
if
ied-system without
r
eal contents su
ch
as
ince
ntives, re
ward, gifts wil
l
be percieve
d
pointle
ss.
We build the faire
s
t rule
s which me
an all
mo
tivations are re
wa
rd
ed
. It is needed
to avoid
further i
s
sue
su
ch a
s
dissatisfactio
n
, the feeli
ng of u
n
fair man
age
ment, and di
strust. As we
can
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02-4
752
IJEECS
Vol.
1, No. 2, February 201
6 : 381 – 389
388
see from
Figure
2 that m
o
tivation intrinsic is
still rewarded
whi
c
h
means
we have to build cl
ear
and fair rule
s.
3.3. Ev
aluation
In this part, we will evalu
a
te our de
sig
n
and
prove that there is
a positive co
rrel
a
tion
betwe
en u
s
er engag
ement
enha
ncement
s
towa
rd
s se
rvice de
sk q
u
a
lity
3.3.1.
User Eng
a
ge
ment Ev
alua
tion
By using UE
S, we evaluate the use
r
en
gagem
ent of ELRO
ND. M
o
reove
r
, we
add case
study to com
pare u
s
e
r
en
gagem
ent of ELRO
ND
a
nd non g
a
mi
fied servi
c
e
desk staffs.
This
evaluation i
s
held in Au
gu
st 13th
-
21
st
2015. By
co
mpari
ng Ta
bl
e 1 an
d Tabl
e 10, we can
see
a
gap between
use
r
eng
age
ment of non game
-
ba
se
d servi
c
e de
sk and ELROND which m
ean
s by
usin
g gamification we
can
help XYZ coo
peratio
n
to en
gage a
nd mot
i
vate service desk an
alyst.
Table 10. User eng
age
me
nt of ELROND
Respo
n
d
e
nts
F
A
PU
A
E
ED NV FI
Total
1
71,11
82,5
88,00
72,00
80,00
66,66
76,71
2
86,66
70,00
88,00
80,00
80,00
86,66
81,89
3
82,22
85,00
80,00
84,00
73,33
80,00
80,76
4
77,77
80,00
84,00
72,00
73,33
73,33
76,74
5
84,44
82,50
88,00
84,00
80,00
80,00
83,15
6
73,33
80,00
92,00
84,00
86,66
86,66
83,77
7
79,26
80,00
86,67
79,33
78,89
78,89
80,50
3.3.2.
Serv
ice Des
k
Ev
aluation
In this part, we will comp
are ELRO
ND and non ga
mified servi
c
e desk by ad
ding sa
me
incid
ent
ca
se
s a
nd
mea
s
u
r
e th
e time
of
re
sp
onse.
In
this
re
se
arch
, we
use time
of respon
se
in
orde
r to
com
pare
ELROND an
d no
n g
a
mified servi
c
e d
e
sk. Ta
bl
e 11
sho
w
s the compa
r
i
s
o
n
of
ELRO
ND a
n
d
non gamified
service de
sk
time respon
se.
Table 11. Ti
me re
spo
n
se comp
ari
s
o
n
A
p
p
lic
atio
ns
Inside
n
Le
v
e
l
Time
respo
n
se
Non Ga
me-
Based
Service Desk
Incident A
Medium
12 minutes
Incident B
Lo
w
15 minutes
Incident C
Medium
18 minutes
EL
R
O
ND
Incident A
Medium
7 minutes
Incident B
Lo
w
10 minutes
Incident C
Medium
10 minutes
This evaluati
on
sho
w
s th
at ELROND i
s
a
b
le
to
bo
o
s
t the
produ
ctivity of servi
c
e
de
sk
staffs. It happen
s be
cau
s
e ELRO
ND i
s
embe
dde
d
with clea
r rules
whi
c
h d
r
ive se
rvice
desk
staffs to re
sp
onse the in
ci
dent ticket b
a
se
d on a
g
re
ement. But, ELRO
ND
ca
n not red
u
ce
the
time of tech
nical in
cid
ent h
andlin
g such
as d
e
crea
sin
g
time of re
setting se
rver,
etc. ELROND is
just a
b
le to
motivate staff
in
re
spo
ndin
g
the
i
n
ci
dent
qui
ckly.
Whe
n
in
cide
nt ticket i
s
re
spo
n
ded
after agreed t
i
me, the incid
ent ticket is f
a
iled and
system will auto
m
atically de
crea
se the RP
.
In
contrary, serv
ice d
e
sk
staffs will
get job
satisfa
c
tion
a
nd rewa
rd
by followin
g
the
agreed
rule
s. It
become
s
pro
v
e that gamification i
s
able
to boos
t moti
vation, conformance, and p
r
odu
ctivity.
4. Conclu
sion
System use
r
s mu
st be ful
l
y engage
d to the syst
em
. It is also ap
plied to empl
oyees of
servi
c
e de
sk becau
se the
y
respo
n
si
ble
to communi
cate with u
s
ers in o
r
de
r to help users fix
incid
ents,
pro
b
lem, et
c. When
se
rvice
d
e
sk a
nalyst
s
can
not
be
e
ngag
ed to
th
e sy
stem, q
u
a
lity
of se
rvice
desk a
r
e
a
ffected such
as givin
g
slo
w
resp
onse in h
a
ndling i
n
cid
ent.
Usere
nga
ge
ment ha
s co
rrel
a
tion with
employee
s’
motivation, involvement, and parti
cipati
on.
Acco
rdi
ng to this matter, we have de
si
gned of
gam
e-ba
se
d se
rvice de
sk
whi
c
h uses to h
e
lp
Evaluation Warning : The document was created with Spire.PDF for Python.
IJEECS
ISSN:
2502-4
752
De
signi
ng Ga
m
e
-Based Se
rvi
c
e Desk To
wards
User E
ngag
em
ent… (Kridanto Su
rend
ro
)
389
manag
ers to
motivate m
e
mbe
r
of
te
am, en
able
coll
abo
ratio
n
s, givin
g
rewa
rd
for h
i
gh
perfo
rman
ce
membe
r
, and
chan
ge o
r
g
anization.
M
o
reove
r
, we
have proved
that by adding
game el
emen
ts along
se
rvice de
sk impl
ementati
on, u
s
er
eng
agem
ent and
servi
c
e de
sk qu
ali
t
y
is po
sitively increa
sed. F
o
r furthe
r rese
arch,
we ca
n
add
mo
re service de
sk q
uality
indicat
o
rs
and findi
ng
what i
s
the
most influ
e
n
c
e user
en
g
a
gement
attrib
ute for d
e
si
g
n
ing g
a
me
-b
ase
d
servi
c
e de
sk.
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Evaluation Warning : The document was created with Spire.PDF for Python.