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In terms of how to motivate our employees, we’ve really got it wrong. The science shows it … and it has for decades.

We sorely want our staff to be fired up and creative and performing as if they were the CEOs of their own companies. And yet, as managers, we do a miserable job of providing the kind of environment where such behavior can flourish.

Why the disconnect? Why do we focus on giving incentives when intuitively we know those things aren’t what motivate us? Why should they motivate the people who work for us?

We give raises and bonuses because it’s easier than figuring out what truly does turn people on. It also lets us off the hook of looking closely at our own behavior as managers. Do you think that things we do, or don’t do, could be part of the reason so many employees are dissatisfied and hate their jobs?

Daniel Pink, in his latest book, “Drive: The Surprising Truth About What Motivates Us,” uses decades of scientific research on human motivation to show that the secret to high performance and satisfaction resides deep within the heart and soul of every worker. It’s inside them, not their 401(k)s. What motivates people at work? It’s their intrinsic desire to be self-directed, to have the chance to become better and better at something that matters, and to connect that quest for excellence to a larger purpose.

When we accomplish things that ultimately connect to our higher values and longer-term goals, we’re fired up. And if we’re offered a certain level of autonomy in accomplishing those things – if we’re treated like adults, in other words – we’re even more motivated. Give us the chance to become masters of something we enjoy doing, and we’re solidly on board. We’re engaged.

So do money and recognition not matter? Of course they matter. Employees have to believe that they are fairly and equitably paid for what they do, or the size of their paychecks squelches their motivation. They need to receive the level of recognition they believe they’re due. Otherwise, getting recognized becomes the focus. But once individuals have the pay and feedback they deserve, those extrinsic factors come off the table. Now the internal satisfactions that cause humans to thrive and perform at peak levels can start to kick in.

If you’re a manager, this is very good news. Your actions have a direct impact on your employees’ motivation. And you can modify your actions. Set clear and measurable goals so people can see progress. Eliminate distractions and silly demands, which slow progress down. Be decisive and stay the course.

Rather than focusing on an elaborate incentive system that’s expensive, hard to sustain and often has risky side effects, focus on what you’re doing that’s either facilitating or undermining progress. Getting people in touch with what’s intrinsically motivating is like using clean energy: It’s inexpensive, safe to use and endlessly renewable.

Shirley Poertner is president of Poertner Consulting Group.