When organizations clearly communicate a shared ethical purpose, the result is employee motivation to perform better. This is what Daniel Pink's research found. Referencing Pink's book,
Drive, Jocelyn Glei
writes, "Traditional rewards – external motivators like a year-end bonus – only elicit better performance from people doing rote tasks. But once the barest amount of brainpower is required, higher financial rewards fail to produce better work. In fact, they actually inspire worse performance. For creative thinkers, Pink identifies three key motivators: autonomy (self-directed work), mastery (getting better at stuff), and purpose (serving a greater vision)."