A Conceptual Framework for Line Managers HRM Implementation Effectiveness: Integrating Social Context and Amo Theories

Abstract

Jel Classification: M0, M1ABSTRACT Over recent decades, there has been an important stream of research that has examined the human resources management (HRM) and organizational effectiveness relationship. However, few of these studies have paid attention to developing perspectives regarding effective HRM implementation. Such implementation is a process that is not only executed by HR managers, for it is also the responsibility of line managers and other employees of the organization. Increasingly, the responsibilities of HRM are being passed on to line managers, who have thus become more involved in dealing with their employees' HRM issues. This study is aimed at investigating the factors that can influence the degree to which effective HR practices are implemented, going further than previous theoretical studies by proposing a conceptual model of HR implementation effectiveness. We incorporate the social context theory and AMO theory into the model. Social context factors of organizational culture, organizational climate, and political considerations as features of the work environment and top management's HR support as a higher-order social context dimension are proposed as drivers for effective implementation of HR systems and practices. The model also considers abilitymotivation-opportunity factors as one set of variables that mediates the relationship between social context variables and line managers' HR implementation effectiveness. This study tries to step into an area of study which has not been comprehensively explored by the scholars. It involves putting forward a model of HR implementation effectiveness by considering the role of line managers and a set of propositions for testing in field. The propositions developed in the model provide guidelines for further study in the focal HRM topic that we believe will generate beneficial findings for both practitioners and academics.

Deconstructing AMO framework: a systematic review

“…That is to say, abilities, opportunities, and motivation must all be present (at least to some degree), and the lack of any of them implies that performance becomes unfeasible (Blumberg & Pringle, 1982;Bos-Nehles et al, 2013;Delery, 1998;Ozcelik & Uyargil, 2015;Siemsen, Roth & Balasubramanian, 2008;Vroom, 1964).…”

“…In the extreme situation of one factor being absent, then performance becomes zero (Charles, Blumberg, Pringle & Charles, 1986;Ozcelik & Uyargil, 2015). This model is usually known as interactive (or complementary) model, and may be reflected by the function: P = f(A x M x O) (Bos-Nehles et al, 2013;Kim et al, 2015).…”

“…Moreover, some authors point out that the employeebased perspective adopted by the AMO model could be better explained from a managerial perspective (Bos-Nehles, Van Riemsdijk & Kees Looise, 2013). This view claims that well-designed HR bundles of practices do not guarantee an effective implementation, and focus on line manager's capacities to implement HR practices (A), their motivation to enable them (M), and the organizational support for undertaking the changes needed (O) (Bainbridge, 2015;Ozcelik & Uyargil, 2015). Besides, the variety of practices and measures of performance across investigations, make it difficult to state firm conclusions about which approach is decisive for performance.…”

Clustering the mediators between the sales control systems and the sales performance using the AMO model: A narrative systematic literature review

“…Opportunity dimension considers all tools, materials, leadership behavior, procedures, and working conditions, considered as organizational support, for launching the changes needed (Bainbridge, 2015;Ozcelik & Uyargil, 2015). In a sales force environment, several mediators between control systems and performances can be included in this category by matching this definition, but also for staying conceptually away from the two previous categories (abilities and motivations).…”

Performance Management Systems: Task‐Contextual Dilemma Owing to the Involvement of the Psychological Contract and Organizational Citizenship Behavior

“…Line managers, as key representatives of their organization, play a very important role for creating the psychological contract for employees, because what they do and how they act directly can shape their beliefs, with regard to their terms of employment, that is, what they owe to the organization and vice versa (McDermott et al, ). The actual HR practice implementation by line managers might not be aligned with that intended (McDermott et al, ; Sikora and Ferris, ; Özçelik and Uyargil, ), for this is influenced by their skills, motives and opportunities, which hence might not result in the firm's desired practices (Özçelik and Uyargil, ). Regarding performance management, if the organization is able to establish the appraisal process in relation to how well managers should allocate time and provide feedback on performance as well as being aware of their employees' development needs, the more there is consistency among the latter in building positive contract (fulfillment).…”