This study explores managers and experts perceptions of the role of sustainability-related managerial incentives used in organisations. A qualitative study was conducted using semi-structured interviews with managers and experts. It was found that there is a discrepancy in managers and experts perceptions of the role of sustainability-related managerial incentives. Experts and managers disagree on the need to introduce sustainability-related monetary incentives because according to managers, their intrinsic motivation pertaining to sustainability is sufficiently salient in motivating them to pursue sustainability objectives. However, they both converge on the importance of sustainability-related non-monetary incentives in motivating employees and managers. This finding suggests that for sustainability-related incentives to be perceived as effective by managers, such incentives should enhance their intrinsic motivation and monetary incentives may undermine intrinsic motivation. In engaging with managers and experts, the study also provides insight into the impediments of sustainability-related managerial incentives and factors that support and hinder the use of sustainability-related managerial incentives. To the best of our knowledge this is one of a few studies which provides insights into the role of sustainability-related incentives as an interest alignment mechanism between stakeholders and managers and how managers intrinsic motivation can influence their perceptions of sustainability-related managerial incentives.