Human Resource Management and the ability, motivation and opportunity to continue working: A review of quantitative studies

Pak, Karen; Kooij, Dorien; Lange, Annet de; Veldhoven, M.J.P.M. van

doi:10.1016/j.hrmr.2018.07.002

Cited by 149 publications

(189 citation statements)

References 156 publications

(80 reference statements)

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“…The traditional factors of internal work motivation include interesting work and an opportunity to learn and develop (Ding, Babenko, Koppula, Oswald, and White, 2019;Kovach, 1980;Pak, Kooij, De Lange, and Van Veldhoven, 2019;Parmenter, 2016;Steinmann and Schreyogg, 2001). However, as people naturally want to develop, this is not CENTRAL EUROPEAN BUSINESS REVIEW the result of any external incentives (Fowler, 2015).…”

Section: Motivation Of Kw and Their Job Performancementioning

confidence: 99%

Influence of Knowledge Workers Work Motivation on Their Job Performance - Results of Empirical Research

Bieńkowska¹,

Ignacek-Kuźnicka²

2020

CEBR

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The article focuses on the analysis of the results of empirical research, which shows how motivation of knowledge workers influences their job performance. The analysis focuses on characteristics (that are differentia specifica) of a knowledge worker and their impact on the results achieved in their organization. It was assumed that the impact of motivation on job performance increases together with the intensity of these characteristics. Therefore, the main aim of this article is to verify the influence of motivation on knowledge workers' job performance. In order to verify the formulated hypothesis, an empirical study with the use of a questionnaire was conducted among employees of 204 organizations operating in Poland. Methods of statistical description and estimation were used, including correlation analysis and regression analysis with moderator. A positive relation was established between the absorption of knowledge workers' characteristics and work motivation, and a positive relation between absorption of knowledge workers' characteristics and job performance. Together with the verification of the knowledge workers' characteristics as the mediator of the relation between work motivation and job performance, the study allows for the advancement of the existing (and described) research area. The obtained results allow only to preliminarily verify the raised issue which proves that it is a field of study undoubtedly worth exploring further.

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Section: Motivation Of Kw and Their Job Performancementioning

confidence: 99%

Influence of Knowledge Workers Work Motivation on Their Job Performance - Results of Empirical Research

Bieńkowska¹,

Ignacek-Kuźnicka²

2020

CEBR

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“…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).…”

Section: Amo Human Resource Practicesmentioning

confidence: 99%

“…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). "Motivation" refers to encourage employees to perform their jobs optimally through rewards and incentives, job security, and career development (Kundu & Gahlawat, 2018).…”

Section: Amo Human Resource Practicesmentioning

confidence: 99%

“…Hence, this enhancing practices could improve an organization ability to build sustainable competitive advantage (Bułat, 2019). Ability enhances human resource management practices by recruiting talent which deems the base of innovative organizations (Pak et al, 2019), selecting the best available talent for fusing among organization's teams (Rajiani et al, 2016), and providing training to help them develop their skills and capabilities (Obeidat et al, 2016) leading to increase an organization's opportunities to attain sustainable competitive advantage by improving its ability to utilize its resources and capabilities to provide unique products and services to their customers (Albrecht et al, 2015). Therefore, the first hypothesis indicates:…”

Section: Amo Human Resource Practices and Sustainable Competitive Advmentioning

confidence: 99%

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

Al-shahwani¹

2020

10.5267/j.msl

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This research aims to explore the impact of ability, motivation, and opportunity (AMO) model to enhance human resource management practices on sustainable competitive advantage. The dimensions of the AMO model were ability-enhancing human resource management practices, motivation-enhancing human resource management practices, and opportunity-enhancing human resource management practices. The population consisted of all managers on the top managerial level at insurance companies. The purposive sample was composed of (124) managers, where the questionnaires returned, and valid for statistical analysis were (106), with the responding rate (85.5%). Structural equation modeling was used for statistical analysis and testing research's hypotheses. The results indicated that all dimensions of AMO model to enhance human resource management practices had influenced on sustainable competitive advantage. Hence, the recommendations were oriented to the organizations to improve the recruitment and training practices, as well as encouraging the employees by fair compensations and empowering them to achieve the organization's goals.

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“…According to the committee, financial stimulants seem to play a crucial role in prolonging working lives (28)(29)(30). Individual factors, such as a healthy lifestyle and the motivation to work (31,32), and organizational factors, such as decent working conditions, supportive personnel policies, and sufficient autonomy at work, were also found to play an important role (31,33). These factors can offer entrees for supportive interventions.…”

Section: Determinants Of Prolonging Working Life -Other Than Healthmentioning

confidence: 99%

Health and prolonging working lives: an advisory report of the Health Council of The Netherlands

Mark-Reeuwijk¹,

Weggemans²,

Bültmann³

et al. 2019

Scand J Work Environ Health

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Objective This paper summarizes the main findings and recommendations of an advisory report on health and prolonging working life, which was requested by the Dutch Minister of Social Affairs and Employment. MethodsThe advisory report was compiled by a multidisciplinary committee of ten scientists appointed by the Health Council of The Netherlands. The committee's aims were to (i) describe the health of the ageing population, (ii) describe how prolonging working life influences health, (iii) describe determinants, besides health, for prolonging working lives, and (iv) review the literature on interventions aimed at retaining or improving employability of older workers. ResultsThe report was presented to the Minister on 26 June 2018. As the likelihood of health problems increases with age, prolonging working life may be difficult. In general, life expectancy increases and gains in life years and health seem mainly attributable to people aged >75 years. Work is good for mental health. However, it may be beneficial for mental health to stop working around the retirement age. Besides health, financial factors, lifestyle, motivation to work, and working conditions play a role in prolonging working life. A systematic review of the evidence indicated that interventions such as worksite health promotion or career development workshops can support older workers in this matter. ConclusionsThe Health Council advised the Dutch Government to focus on worksite health promotion and career development interventions as well as the improvement of their implementation. This requires a tailored approach as there is a large diversity in health among older workers and particularly between low-and higheducated people. With this in mind, it was further recommended to explore whether flexible pension schemes might better suit this diversity.

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Human Resource Management and the ability, motivation and opportunity to continue working: A review of quantitative studies

Cited by 149 publications

References 156 publications

Influence of Knowledge Workers Work Motivation on Their Job Performance - Results of Empirical Research

Influence of Knowledge Workers Work Motivation on Their Job Performance - Results of Empirical Research

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

Health and prolonging working lives: an advisory report of the Health Council of The Netherlands

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