關係激勵是通過關係契約實現利潤共享的激勵類型。 Dur & Tichem(2015)認為，通過這樣的激勵，可以判斷團隊的績效，員工受到團隊經理的激勵，提供更高的效率，從而獲得更好的關係激勵。這種類型的激勵與合同是有約束力的，合同允許按業績水平支付報酬。激勵總是組織績效的最大激勵因素。關係激勵通常是複雜的，但它基於績效的不同方面，如團隊合作、主動性和領導技能(Gibbons & Roberts, 2013)。
There is a very positive relation among the employees’ motivation and performance of the organizations. In the modern economy, the allocation of the human resources is done within the firms, where for producing a joint and common output, and the efforts of all the teams are combined. This also requires distributing the profit among all the parties. The solution for this problem was proposed by Holmstrom, who asked to ‘break the budget’. According to him, the profit should be divided in fractions (Rayo, 2007). The relational incentives have intrinsic and indentified motivation. Such incentives are very significantly important in the non-profit organizations, where dividing the incentives is very challenging.
Relational incentives are the type of incentive where the profit sharing is done through relational contracts. According to Dur & Tichem (2015), through such incentives, the performance of the team is judged and employees are motivated by their team managers to provide more efficiency to receive better relational incentives. This type of incentive is bound with the contract, and this contract allows compensation on the level of performance. Incentives are always the biggest motivator for the organizational performance. Relational incentives are often complex, but it is based on the different aspects of performance, such as team work, initiative and leadership skills (Gibbons & Roberts, 2013).