In the TED video, Dan Pink talks about the ineffectiveness of extrinsic motivators in comparison to intrinsic motivators. While he gives us reasons as to why we are usually less prone to exceed expectations with an extrinsic motivator being offered, he doesn't touch base as to why intrinsic motivators serve us better. In Chapter 9, the book partially focuses on this by using Thomas's Building Blocks for Intrinsic Rewards and Motivation.
In "The Effects of Self-Esteem, Task Label, and Performance Feedback on Task Liking and Intrinsic Motivation," Tang and Linda create a study that observes the effects of Self-Esteem on American undergraduates. Results showed that the more positive feedback the students got, the higher their self esteems were, thus leading them to enjoy and complete the task on a higher level.
When looking at the four building blocks (choice, competence, meaningfulness, and progress), it seems as if intrinsic motivators are the only factors in how well you perform in the workplace. What we often forget to take into account, however, is those who control the workplace environment. If managers do not understand this concept, they may stifle the possibility of intrinsic motivation in the workplace. A lot of people believe that extrinsic motivators are the most effective in getting ahead. They may not be able to realize that they have the choice to find something more meaningful in what they do if managers don't realize the meaningfulness in what they, themselves, do.
Source: Thomas Li-ping, Tang, and Linda Sarsfield-Baldwin. "The Effects of Self-Esteem, Task Label, and Performance Feedback on Task Liking and Intrinsic Motivation." Journal of Social Psychology 131.4 (1991): 567-572. Academic Search Complete. EBSCO. Web. 27 Feb. 2010.