Employee Perceptions of Line Management Performance: Applying the AMO Theory to Explain the Effectiveness of Line Managers' HRM Implementation

Abstract

Line managers are today seen as increasingly important in effectively implementing HRM practices. Based on the Ability-Motivation-Opportunity (AMO) theory, we predict that line managers' performance in this regard will depend on their ability to apply HRM practices, and that their motivation and the opportunity provided will enhance this effect. Through a survey of 174 line managers and 1,065 of their direct subordinates in two organizations, we found ability to be the best predictor of a line manager's HRM performance. Motivation did not moderate the effect of ability on performance as predicted, and our results suggest this relationship needs further attention. Opportunity did enhance the effect of ability on HRM implementation effectiveness. Therefore, HRM departments should aim to enhance line managers' abilities and provide adequate opportunities for them to carry out the expected HRM duties. -NEHLES is an assistant professor of human resource management within the School of Management and Governance at the University of Twente in The Netherlands. Her main research interests are the implementation of HRM by line managers, HRM effectiveness, and perceptions of HRM. MAARTEN J. VAN RIEMSDIJKis a professor of human resource management at the Saxion University of Applied Sciences and chair of the HRM research group. His current research interests are HRM in small and medium-sized enterprises, leadership, proactive behavior, and employability under new labor relations. JAN KEES LOOISE is a professor of human resource management and head of the HRM group within the School of Management and Governance at the University of Twente in The Netherlands. His current research interests are HRM innovation and the contribution of HRM to increasing the innovation capacity of organizations.

Deconstructing AMO framework: a systematic review

“…Training and development practices improve the chances of developing new abilities (Bos-Nehles et al, 2013;Schimansky, 2014), as well as to understand problems and discover new opportunities, whereas recruitment and selection deals with attracting and choosing individuals who conform to the profile and the organization (Schimansky, 2014).…”

“…Intrinsic motivation is usually linked with employee's long-term commitment (Schimansky, 2014). However, some authors point out that, sometimes, a lack of extrinsic factors can affect the intrinsic motivation (Bos-Nehles et al, 2013). Also, motivation can also be affected by employee's ability, because employees with lack of skill may become demotivated if they consider that the task is too difficult (Bos-Nehles et al, 2013).…”

“…However, some authors point out that, sometimes, a lack of extrinsic factors can affect the intrinsic motivation (Bos-Nehles et al, 2013). Also, motivation can also be affected by employee's ability, because employees with lack of skill may become demotivated if they consider that the task is too difficult (Bos-Nehles et al, 2013). In HRM context, motivationenhancing practices foster employee's efforts for accomplishing the objectives and deliver high levels of performance.…”

“…That is to say; we must distinguish between intended, actual and perceived HRM (Vermeeren, 2010). 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).…”

Students’ Perceptions of Their Teachers’ Performance in Teaching Engineering Drawing in Nigerian Tertiary Institutions

“…Performance according to [49] is considered as a function of ability, opportunities and motivation. Performance is a behaviour associated with the accomplishment of expected, specified, or formal role requirements on the part of individual organizational members [8]. It means actions that add value, either directly or indirectly, to the organization's capability, achievement and accomplishment, and the fundamental elements to effective performance are a skilled and motivated workforce.…”