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Some time ago, Harvard Business Review published an article entitled “Inner Work Life: Understanding the subtext of business performance.” If you are interested in the psychology of work – and communication – is well worth read. The authors, a Harvard professor Teresa Amabile and Steven M. Kramer, researchers and writers, extensive research on what employees think and feel when they are made to work, and how it has this information managers can use to improve performance. The pair recruited nearly 250 professionals from various organizations that have between 26 project teams. She then asked each person a log entry and the total daily duration the project has collected more than 12,000 of these in a standardized format. Their mission was to discover the hidden dynamics of the workplace – employees, especially the emotions, perceptions and motivations – and reveal their impact on performance. The results highlight the tremendous influence line managers can have on the inner life of work and, implicitly, the organizational performance. So what happened in the mind of an employee? The researchers argue that employee performance by a constant game of perception, emotion and motivation, which is triggered by events are working day and goes unnoticed by the managers involved. to Perception – sense or employee may – on the work itself (its meaning, its value and what to do), self (the role of individual, trust, status, etc.) in the team and organization. Emotions – reactions to events work – simple: happiness, pride, warmth, love, sadness, anger, frustration, fear. These two factors drive employee motivation at work. This study confirms the results of recent research in neuroscience, which has linked close relationship between emotion and cognition. The brain is a system which, instead of processing orders in a number of topics, whether in a complex, interconnected, holistic way. Research shows that people get best results during their experiences at work are more positive emotions, stronger intrinsic motivation and more favorable perceptions of their work, teamwork, leadership and organization. It is much more to this study that could be addressed here – such as the finding that workers in more than 50% more likely to creative ideas, the days they reported positive emotions, when they were on other days have been. In fact, it was found that emotions have a significant impact on creativity, productivity, commitment and collegiality. The article concludes that managers of large, two basic things – they allow their people to advance their work and treat them with respect and dignity. Specifically, they provide support and assistance to develop adequate resources and clear targets and report to paint a convincing picture of the future. They say, thank you, avoid unnecessary criticism about trivial issues and people treat them like human beings.