Ability–motivation–opportunity enhancing human resource practices and firm performance: Evidence from India

Abstract

This study investigates the diverse performance outcomes related to the bundles/components of high-performance work systems on the basis of ability–motivation–opportunity model. Using the primary data from 563 employees of 204 firms operating in India (collected during the time period between March, 2012 and January, 2013), the study has indicated that employees’ perceptions regarding the applicability of ability-enhancing, motivation-enhancing, and opportunity-enhancing human resource practices result in enhanced affective commitment and superior firm performance. The results have revealed that affective commitment fully mediates the relationship of opportunity-enhancing human resource practices with firm performance and partially mediates the relationships of ability-enhancing and motivation-enhancing human resource practices with firm performance. The study contributes in unlocking the ‘black box’ related to the high-performance work systems and firm performance relationship by stressing upon the importance of affective commitment as a mediator. Managerial implications and directions for future research are also discussed.

Impact of AMO enhancing human resource management practices on sustainable competitive advantage in insurance companies in Qatar

“…Counter of the conventional view about human resource management depicted as secluded, researches in the last years has switched their efforts toward deeming human resource management practices as an open system that consists of interrelated functions (Kundu & Gahlawat, 2018). One of these systems emerged called high-performance work system (HPWS) to describe how human resource management practices indirectly affect employees behaviors and attitudes in order to attain high job performance depending on the increase of employees abilities, motivate them, and provide opportunities for them to share on achieving organization's goals (Li et al, 2019;Zhang & Morris, 2014).…”

“…Hence, this view described that the perfect design of human resource practices not only ensures an effective executive, but it emphasizes on the managers' capabilities to execute these practices, encourage to implement the jobs, and the organizational aid to make the change needed (Bainbridge, 2015;Marin-Garcia & Tomas, 2016). Indeed, this model considers a three-dimensional model consisting of ability, motivation, and opportunity to enhance human resource management practices (Kundu & Gahlawat, 2018;Pak et al, 2019;Rajiani et al, 2016). "Ability" focuses on improving the employees' capabilities and skills by a set of functions that are aimed to recruit talented candidates, conducting extensive programs for training and developing, and working on job enrichment (Bainbridge, 2015;Pak et al, 2019).…”

“…"Ability" focuses on improving the employees' capabilities and skills by a set of functions that are aimed to recruit talented candidates, conducting extensive programs for training and developing, and working on job enrichment (Bainbridge, 2015;Pak et al, 2019). "Motivation" refers to encourage employees to perform their jobs optimally through rewards and incentives, job security, and career development (Kundu & Gahlawat, 2018). "Opportunity" demonstrates the open horizons for staff to participate in the organization's success by information involvement, work as a team, and to empower their employees (Obeidat et al, 2016;Rajiani et al, 2016).…”

“…The AMO framework constitutes the most common theoretical notion associated with human resource management systems, especially it reflects the effects of their practices on an organization's outcomes (Jiang et al, 2012). This framework suggests three major components enhancing human resource management practices to achieve an organization's goals (Kundu & Gahlawat, 2018). Hence, this enhancing practices could improve an organization ability to build sustainable competitive advantage (Bułat, 2019).…”

HRM Policies and SMEs Performance: The Moderating Role of CSR Orientation

“…First, it contributes to SME-related research since, although the literature addressing SMEs has gained attention in recent years, there is still room for further inquiry through renewed empirical research (Nolan & Garavan, 2016), particularly in the context of HRM. Second, in addition to making a contribution to the debate on HPWP and firm performance, this paper takes into consideration the various outcomes linked to three bundles of the AMO framework (abilities, motivation, and opportunities) since there as yet remains no unified approach concerning the exact constituents of HPWP that support the causality between their components and firm performance (Kundu & Gahlawat, 2018). Thirdly, it contributes to the literature by unpacking the 'black box' of HPWP-firm performance nexus by considering firms' CSR orientation as a moderating factor.…”