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Article
Publication date: 15 February 2021

Andres Salas-Vallina, Susana Pasamar and Mario J. Donate

The purpose of this research is to examine the effect of ability, motivation and opportunity (AMO) practices on organizational citizenship behaviour (OCB), in medical…

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Abstract

Purpose

The purpose of this research is to examine the effect of ability, motivation and opportunity (AMO) practices on organizational citizenship behaviour (OCB), in medical staff working in specialized units. In addition, we check the mediating role of work-related well-being, understood as engagement, trust and exhaustion, in the relationship between AMO practices and OCB. Furthermore, the moderating role of service leadership is analysed in the relationship between AMO practices and work-related well-being.

Design/methodology/approach

Using the AMO framework under the job demands-resources (JD-R) model, and based on a sample of 214 employees from public healthcare, a time-lagged moderation-mediation model was performed.

Findings

Results provide evidence that AMO practices have a positive effect on OCB. Further, work-related well-being mediated the effect of AMO practices on OCB. In addition, service leadership exerted a moderating role between AMO practices and work-related well-being.

Originality/value

Building on recent research which has emphasized the knowledge gap regarding how human resource practices might positively affect both employees and organizations, this is the first study that indicates that said practices positively affect both employee well-being and OCBs in the public healthcare context.

Details

Employee Relations: The International Journal, vol. 43 no. 4
Type: Research Article
ISSN: 0142-5455

Keywords

Article
Publication date: 9 June 2022

Filippo Ferrarini and Ylenia Curzi

The literature has recognized the key role of the human resource management (HRM) practices for enhancing firms’ innovative performance. At the same time, scholars have…

Abstract

Purpose

The literature has recognized the key role of the human resource management (HRM) practices for enhancing firms’ innovative performance. At the same time, scholars have consistently demonstrated open innovation (OI) to be an effective approach for boosting companies’ innovative outcome. Nevertheless, academics have largely overlooked to investigate the complex relationship between HRM practices, OI and organizations’ innovativeness, while claiming further research on organizational antecedents on OI. Using the ability, motivation and opportunity (AMO) framework as analytical lens, this study investigates the direct and indirect relationship between AMO-enhancing practices and firms’ innovation capacity, hypothesizing a potential mediating role of OI.

Design/methodology/approach

Drawing from the European Company Survey 2019, a large-scale representative dataset of more than 20,000 establishments at European level and building on the “human-side” of OI, the study proposes two hypotheses regarding the relationship between AMO-enhancing practices and OI in fostering product and process innovation in European firms.

Findings

The results show that companies that invest in AMO-enhancing practices not only have higher probability to innovate, but also are more inclined to collaborate with external partners. Moreover, OI not only enhances the innovation capacity of the firm but also partially mediates the relationship between HRM and organizations’ innovativeness.

Originality/value

This is one of the first studies which empirically investigate how the AMO framework increases the likelihood of engaging in an OI process by firms, thereby, increasing their innovation capacity. The results shed further lights on both “the human side” of OI, as well as in the mechanisms linking HRM practices with innovation. Moreover, the analysis provides a deeper understanding about the organizational antecedents of the OI process, as well as corroborating the recent theoretical contributions on HRM and OI.

Details

European Journal of Innovation Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1460-1060

Keywords

Article
Publication date: 16 July 2019

Pooja Malik and Usha Lenka

The purpose of this paper is to investigate the impact of perceived abilities-motivation-opportunity (AMO framework) enhancing human resource management practices on…

1518

Abstract

Purpose

The purpose of this paper is to investigate the impact of perceived abilities-motivation-opportunity (AMO framework) enhancing human resource management practices on destructive and constructive deviance through employee engagement.

Design/methodology/approach

Data were collected from 350 middle-level information technology employees. Structural equation modeling was applied to examine the proposed hypotheses.

Findings

Results revealed significant relationships between perceived AMO framework and destructive and constructive deviance, except for the relationship between perceived ability and destructive deviance. Furthermore, perceived AMO framework exhibited a significant positive relationship with employee engagement. Utilizing social exchange theory, results proposed partial mediation of employee engagement between perceived AMO framework and constructive and destructive deviance except for the relationship between perceived ability and destructive deviance, for which employee engagement exhibited full mediation.

Research limitations/implications

This study implies that contemporary organizations must take initiatives to enhance employee engagement through the implementation of abilities, motivation and opportunities-enhancing human resource management (HRM) practices (AMO framework). Results of the study infer that motivation-enhancing HRM practices contribute highest in generating employee engagement followed by opportunity and abilities-enhancing HRM practices.

Originality/value

This study empirically investigates the impact of HRM bundles on both destructive and constructive deviance. Additionally, this study explores the underlying mechanism between HRM bundles and workplace deviance by assessing the mediating role of employee engagement.

Details

International Journal of Manpower, vol. 40 no. 5
Type: Research Article
ISSN: 0143-7720

Keywords

Article
Publication date: 21 February 2020

Sabeen Hussain Bhatti, Ramsha Zakariya, Demetris Vrontis, Gabriele Santoro and Michael Christofi

This article aims to explore the relationship among high performance work systems (HPWS), innovation, and knowledge sharing in project-based organizations.

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Abstract

Purpose

This article aims to explore the relationship among high performance work systems (HPWS), innovation, and knowledge sharing in project-based organizations.

Design/methodology/approach

Using the ability, motivation, and opportunity (AMO) framework under the theory of HPWS, our article hypothesizes that the AMO enhancing practices of project-based organizations lead to better innovation performance of their employees through the mediating role of knowledge sharing. Time-lagged data of AMO practices and knowledge sharing practices were collected from the employees of these organizations over three weeks. Furthermore, the innovation performance data were collected from the supervisors of these employees over an additional three-week period.

Findings

Our results confirm the initial hypothesis of the causal relationship of two of the AMO HRM practices, that is, ability and motivation with innovation performance with the mediation of knowledge sharing, while the third hypothesis of opportunity enhancing HRM practice was not accepted.

Originality/value

This research has implications for both theory and practice and it can help the project managers of these organizations to better design HRM practices in order to improve the creativity and innovation performance of their employees. Accordingly, this is one of the first studies dealing with the effectiveness of HRM on AMO, and the key role of knowledge sharing.

Details

Employee Relations: The International Journal, vol. 43 no. 2
Type: Research Article
ISSN: 0142-5455

Keywords

Article
Publication date: 16 August 2018

Theophilus Azungah, Snejina Michailova and Kate Hutchings

Despite the growing economic importance of Africa, the region has received scant attention in the international human resource management literature. The purpose of this…

Abstract

Purpose

Despite the growing economic importance of Africa, the region has received scant attention in the international human resource management literature. The purpose of this paper is to address the gap in examining human resource management (HRM) practices in Western multinational enterprises’ (MNEs) subsidiary operations in Ghana, which is a significant foreign direct investment market in Africa. Focusing on recruitment and selection, training and development, performance management, and rewards management viewed through the ability, motivation and opportunity (AMO) framework, the research emphasizes that effectiveness of the MNEs’ cross-cultural operations has necessitated embracing localization across a range of practices in accordance with the Ghanaian cultural landscape and specificities.

Design/methodology/approach

The paper draws on 37 in-depth interviews with managers and employees in eight subsidiaries of British, European and US MNEs in Ghana. Interviews were conducted in 2015 in three locations – the capital city Accra, Tema (in the south) and Tamale (in the north).

Findings

The research reinforces earlier literature emphasizing the importance of paternalism and family and to a lesser extent patronage, but presents new findings in highlighting the erstwhile unexplored role of local chiefs in influencing HRM practices in Western MNEs in Ghana. Utilizing the AMO framework, this paper highlights practices within each HR area that influences performance through impact on employee AMO.

Practical implications

The research informs MNE managers about the strategic importance of observing local cultural practices and designing appropriate strategies for ensuring both operational effectiveness and successful cross-cultural collaboration with local managers and employees in Ghana. It is suggested that if managers implement practices that foster and enhance employee AMO, subsidiaries may benefit from employee potential and discretionary judgment.

Originality/value

This paper contributes to a dearth of literature on HRM practices of Western MNEs’ subsidiaries in Africa by examining the extent to which MNEs strategically localize their practices to accommodate specificities of the host country cultural context and operate successfully.

Details

Cross Cultural & Strategic Management, vol. 25 no. 4
Type: Research Article
ISSN: 2059-5794

Keywords

Article
Publication date: 11 December 2019

Rafael Morales-Sánchez and Susana Pasamar

The purpose of this paper is to explore the relationship between the ability, motivation and opportunity model, and organisational citizenship behaviour (OCB) as a result…

1444

Abstract

Purpose

The purpose of this paper is to explore the relationship between the ability, motivation and opportunity model, and organisational citizenship behaviour (OCB) as a result variable, using the perceived organisational support (POS) as a moderator of this relationship.

Design/methodology/approach

The hypotheses developed here are tested using data from a sample of Spanish firms belonging to two industries: finance and hotels. These sectors were selected due to the serious impact the recent financial crisis had on them, and because they may benefit from extra-role behaviours.

Findings

The results reveal that ability and motivation significantly influence the level of OCB. POS also has a notable direct effect on OCB, as well as moderating in the relationship between opportunity and OCB.

Originality/value

The study’s findings have some important lessons for practitioners and researchers with an interest in OCB, showing how to improve these extra-role behaviours, which can be so necessary in this post-crisis context.

Details

Employee Relations: The International Journal, vol. 42 no. 2
Type: Research Article
ISSN: 0142-5455

Keywords

Article
Publication date: 6 June 2016

John Delery and Nina Gupta

The purpose of this paper is to test alternative conceptualizations of the relationship between systems of human resource management (HRM) practices and organizational…

28675

Abstract

Purpose

The purpose of this paper is to test alternative conceptualizations of the relationship between systems of human resource management (HRM) practices and organizational effectiveness. The authors describe a framework suggesting a complex relationship between HRM practices and organizational effectiveness, test this approach empirically in a large sample of US motor carriers, and compare the results to those derived using other approaches prevalent in the strategic HRM literature.

Design/methodology/approach

The study used a large scale cross-sectional survey design. In a sample of US motor carriers, questionnaires completed by senior HRM department staff were used as the primary data. The data were supplemented by organizational effectiveness data reported by motor carriers to the US Government.

Findings

The results support the general hypothesis that HRM practices enhance organizational effectiveness, provide some evidence that HRM practices can enhance each other’s effectiveness, and underscore the value of theory driven methodological approaches. Specifically, the authors found that HRM system comprising practices that ensure selectivity in staffing, performance-based pay, and enhanced employee opportunity through participation in decision-making result in higher levels of organizational effectiveness. Additionally, the effects of other combinations of these practices varied.

Practical implications

This study highlights the need for HRM departments and organizations to approach the strategic management of employees with a systems perspective. The optimal design of an HRM strategy must take into account the various components.

Originality/value

This study is one of the first to test the main assumptions of the systems perspective in strategic HRM using multiple measures and empirical approaches for combining HRM practices into systems. Comparison of these different approaches in a single study offers insight into how researchers can test the relationship between HRM practices and organizational effectiveness and provide practitioners more useful approaches for designing HRM systems.

Details

Journal of Organizational Effectiveness: People and Performance, vol. 3 no. 2
Type: Research Article
ISSN: 2051-6614

Keywords

Article
Publication date: 17 November 2022

Parinda Doshi and Priti Nigam

The paper is built upon the conceptual framework of ability, motivation and opportunity (AMO) to identify the effect of the high performance work system (HPWS) on the…

Abstract

Purpose

The paper is built upon the conceptual framework of ability, motivation and opportunity (AMO) to identify the effect of the high performance work system (HPWS) on the voice behaviour of the organisation.

Design/methodology/approach

The human resource department of the steel plants was approached to facilitate the data collection. A standardised questionnaire was used to collect responses from 169 full-time employees working at different levels and departments in the steel plant in India. Partial least squares structural equation modeling (PLS-SEM) was used to validate and examine the model identifying the relationship of AMO enhancing practices with the voice behaviour in the organisation.

Findings

AMO was found to affect voice behaviour in the organisation. The positive and significant effect of ability enhancement practices was examined on the acquiescent voice and the opportunity enhancing practices on the acquiescent and defensive voice in the organisation.

Practical implications

Even though the organisation has tried to improve the employee's ability through proper training and development efforts, the organisation still fails to develop confidence in the employee for giving the suggestion or opinions without hesitation. The research papers try to provide valuable suggestions to the human resource management (HRM) and other managers for improving the voice behaviour of the employees based on the current study that identifies the effect of AMO practices on the voice behaviour of the employees.

Originality/value

Factors affecting voice behaviour are not yet extensively studied in the Indian context. The researcher examined the effect of HPWS, considering the AMO framework on the organisation's acquiescent voice, defensive voice, and prosocial voice behaviour.

Details

Journal of Organizational Effectiveness: People and Performance, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2051-6614

Keywords

Article
Publication date: 17 April 2020

Fiona Edgar, Nancy M. Blaker and André M. Everett

For some years, human resource management (HRM) scholars have sought to understand how the high performance work system (HPWS) impacts performance. Recently, attention has…

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Abstract

Purpose

For some years, human resource management (HRM) scholars have sought to understand how the high performance work system (HPWS) impacts performance. Recently, attention has turned to developing knowledge about the more micro-level aspects of this relationship, with the ability–motivation–opportunity (AMO) framework providing a useful lens. Empirically, these studies have produced mixed results. This study explores whether context is useful in explaining these anomalous findings.

Design/methodology/approach

This study considered the effects of context across two levels – the descriptive (situated demography–gender) and the analytical (societal–national culture) – on employees' behaviour in the HPWS–job performance relationship using survey data obtained from a sample of New Zealand organisations.

Findings

Results indicate that the employee demographic of gender may play an influential role, with ability found to be the most significant predictor of job performance for males and opportunity the strongest predictor of job performance for females. Given the importance of cultural context when examining employees' gendered behaviours, this study also considers the influence of New Zealand's national culture.

Practical implications

By describing the interaction between trait expressive work behaviours and job features, this study dispels the myth of universalism. In line with a contingency view, practitioners are encouraged to ensure alignment between features of their organisational context and the behavioural outcomes sought from their HPWS.

Originality/value

This study suggests HPWS research designs would benefit from analysing the full effects of contextual variables, rather than considering them purely as controls.

Details

Personnel Review, vol. 50 no. 1
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 25 April 2008

Brian Harney and Claire Jordan

The purpose of this paper is to show the way to unlock the black box of HRM and performance linkages by exploring one of the key variables that mediates the link, namely…

11858

Abstract

Purpose

The purpose of this paper is to show the way to unlock the black box of HRM and performance linkages by exploring one of the key variables that mediates the link, namely whether line managers can stimulate improvements in firm performance by eliciting appropriate employee outcomes in a call centre context.

Design/methodology/approach

The research draws on Purcell's “People‐Performance Model” as a sensitising framework to inform an in‐depth case study of a call centre. This provides a mechanism to unlock the HRM‐Performance black box by focusing on the ability, motivation and opportunities for line managers to perform and any subsequent impact on employee outcomes. Data were collected over multiple site visits by means of multi‐level interviews and a survey of telesales representatives (TSRs).

Findings

Research findings indicate that one large client exerted significant control over the HRM policies developed within the call centre. Evidence suggests, however, that line managers' interventions ameliorated some of the negative aspects of work tasks and the HRM imposed by this dependency relationship.

Research limitations/implications

This research is an exploratory attempt to better understand HRM‐Performance linkages in one specific context. Results are not generalisable across contexts or even within call centres, which can vary extensively. Nonetheless, the research suggests that exploring line management behaviour is a promising avenue for more extensive research.

Originality/value

This paper considers HRM‐Performance linkages in a service context. Results indicate that both external relations and line managers are critical mediating variables conditioning HRM‐Performance linkages, thereby lending support to the notion that hard and soft HRM practices are not necessarily irreconcilable.

Details

International Journal of Productivity and Performance Management, vol. 57 no. 4
Type: Research Article
ISSN: 1741-0401

Keywords

1 – 10 of 312