The Role of Purpose and Autonomy in Corporate Performance

Analysis of Employee Behavior and Corporate Performance:

Based on the proposed studies, it is possible to perceive the great importance of employee motivation. The article highlights as its main point the relationship between the success of some companies and the way their employees are encouraged, aiming to raise questions about leadership and the creation of conditions to evaluate employee performance. By creating strategic conditions, the objective is to generate personal purpose, as well as satisfaction and autonomy in what employees do. Consequently, this leads to greater engagement, higher productivity levels, and overall organizational improvement.

In Comaford’s book (2020), her ideas focus on preparing leaders and teams who operate in environments marked by continuous, stressful, and competitive changes. The author presents a scenario that combines applied neuroscience, team culture, and leadership practices to help organizations foster adaptation and engagement, enabling their members to become more resilient teams.

Considering the article, leaders must create ways to show employees their sense of belonging within the organization. When people feel valued and heard, their brain’s “reward network” is activated, generating natural motivation.

Daily Activities to Stimulate Workers:

Reflecting on Comaford (2020), some recommended practices for managers and organizations include: investing in emotional aspects—not only in salary—since competitive remuneration alone is not enough to maintain long-term engagement; designing roles with greater autonomy and meaning; offering clarity about performance expectations with continuous feedback and recognition; training leaders in fast, transparent, and realistic communication; and, finally, aligning the employee’s career stage with their profile to match talents with personalities and values.

According to Comaford (2018, January 20), the data analyzed show that the traditional performance management model fails to motivate and engage teams. Among the observed points: only 20% of employees believe their performance is well managed; 30% participate in goal-setting and are 3.6 times more likely to improve engagement; only 14% feel performance evaluations inspire them to improve.

There are practical actions that can motivate employees and effectively replace traditional evaluations with better methodologies, such as: demonstrating the value and purpose of each role rather than the title; establishing clear metrics that indicate real progress; creating personal development plans with individualized goals and self-assessment; and using suggested tools to activate change. Executing these activities daily earns emotional engagement, as they communicate the “why” behind tasks, not only the “what” and “how.”

The Influence of Emotions in the Workplace:

The author highlights how much employees’ emotions influence the company’s growth. The way each person interprets reality matters more than the event itself, as it shapes beliefs and actions. Security, belonging, and relevance are elements that affect vulnerability, resistance, and performance decline.

The change process is not only structural but also cognitive and cultural. It tends to result in rapid responsiveness, adaptive behaviors, and collective advantage. In the book Power Your Tribe, the concept of “Smart State” is introduced— a state in which employees experience greater clarity, collaboration, and creative capacity.

Much has been discussed about changes in the workplace and generational differences—such as Millennials and Gen Z—so leaders must adapt to new demands for purpose, autonomy, learning, and recognition. Intrinsic motivators that do not rely solely on external rewards are essential.

Real Needs and Expectations of Employees:

Although remuneration is important and an effective attraction tool, it is not enough to retain employees. To remain engaged, work must be meaningful, interesting, and employees must be respected. Fair treatment and transparency show genuine concern from leadership. Encouraging authenticity in the workplace can help employees align their values and identity with their work, turning it into a personal purpose and self-expression that boosts performance.

Having some degree of responsibility in decision-making is positive for both the company and the emotional well-being of employees, as they feel competent and valued. Even when changes or flexibility are not enough in turbulent times, employees seek stability—or at least clarity regarding the real situation. Therefore, leaders must be aligned and prepared to provide support.

A well-structured career plan contributes to greater engagement and motivation, as employees perceive real opportunities for professional growth. This predictability strengthens skill development, aligns individual goals with institutional objectives, and reinforces organizational culture.

Leaders must understand that stimulating motivation is a stronger and more effective strategy than exercising control. Prioritizing engagement, empowerment, and purpose creates satisfied, productive, and committed teams, resulting in significant benefits for both organizational health and corporate performance.

Ultimately, employees do not want merely “a job that pays well.” Money alone is not enough. They seek meaningful work, a respectful and welcoming environment, real recognition, growth opportunities, and genuine connection. When companies meet these essential expectations, they achieve higher engagement, productivity, retention, and collective well-being.

Conclusion:

In summary, fostering a work environment that encourages purpose, autonomy, and satisfaction is essential for engagement and organizational performance. Intrinsic motivation, recognition, and alignment between personal and professional values must be strengthened. When employees understand the importance of their role and participate actively in decision-making, they become more creative, productive, and emotionally connected to the company.

Although compensation is relevant, it is not enough to guarantee long-term retention and engagement. Professionals seek authenticity, growth opportunities, and a respectful, transparent environment—especially in a context of change and instability. Effective leaders are those who stimulate human potential, offer clarity and support, and structure career plans that align individual development with institutional goals. Ultimately, organizations that prioritize motivation, empowerment, and purpose build more satisfied, loyal, and sustainable teams, achieving positive results for both people and the organization as a whole.

References:

Comaford, C. (2018, January 20). Why leaders need to embrace employee motivation. Forbes.

Comaford, C. (2020). Power Your Tribe: Create resilient teams in turbulent times. SmartTribes Institute.