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

Al-shahwani, Tamadur Mesfer

doi:10.5267/j.msl.2019.12.036

Cited by 4 publications

(3 citation statements)

References 42 publications

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“…The majority of previous studies have discussed the effects of HRM practices on the employees’ creativity and innovation (Shin et al , 2018; Al-Shahwani, 2020). This study uses three major indicators of HPWP as the main dimensions that influence employee performance.…”

Section: Literature Reviewmentioning

confidence: 99%

The indirect effect of high-performance work practices on employees’ performance through trust in management

Jalali

Jaafar

Rfoa

et al. 2021

JFM

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Purpose The construction industry activities play a key role in achieving socio-economic development and sustaining economic growth in many countries. Increased awareness about the role of human resource management in employee performance has led construction firms to evaluate and focus on high-performance work practices (HPWPs) components, which intend to cultivate employee and organizational performance. This study aims to explain HPWPs affect employee performances through the mediating influence of trust in management in Aqaba, Jordan. Design/methodology/approach A questionnaire survey was administered to collect data among the contractors Grade1 across Aqaba, Jordan. This research was designed as a quantitative study and data were collected at one point of time. In total, 311 questionnaires were returned and only 279 completed questionnaires to test the relationship between HPWPs and employee performances according to the ability, motivation and opportunity conceptualized framework. The partial least squares technique was adopted to test the proposed relationships. Findings The results present that extensive training, rewards based on performance and job security have a significant relationship with trust in management. Trust in management exerts partial mediation effects between HPWPs (extensive training, rewards based on performance and job security) and employee performance (creativity and innovation). Originality/value The findings of the study provide useful and original information to improve the overall performance of construction firms.

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Section: Literature Reviewmentioning

confidence: 99%

The indirect effect of high-performance work practices on employees’ performance through trust in management

Jalali

Jaafar

Rfoa

et al. 2021

JFM

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“…Mainly due to the increasing importance and influence of human resource policies in organisations and their relationship with sustainable organisational development (Buller and McEvoy, 2016), we can expect HRMp to have a mediating effect between the values that make up the culture of an organisation and the contribution of these to a more sustainable development. Moreover, some studies suggest that organisational values are easily reflected in the human resource actions that are developed and implemented by an organisation (Hassan, 2007; Liu et al , 2007), showing the role that HRMp can play in an organisation to mediate the relationship between values and sustainability (Al-Shahwani, 2020; Benevene and Buonomo, 2020).…”

Section: Background and Theoretical Foundationmentioning

confidence: 99%

Linking organisational values and sustainability: the role of AMO practices

Rincon‐Roldan

Cabrales

2021

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PurposeThe aim of this study was to analyse the link between the values that govern the functioning of cooperatives and their sustainability. Furthermore, the authors propose that this relationship is mediated by AMO (ability, motivation and opportunity) practices, which generate different behaviours and attitudes in their employees, thus strengthening the message of sustainable management that the directors of this kind of companies aim to transmit.Design/methodology/approachThis article presents a theoretical and empirical research model about the relationship between organisational values, AMO practices and sustainability in social economy firms. The proposed model was tested using the multivariate method of partial least squares structural equation modelling (PLS-SEM) with a sample of 124 cooperative companies. The information was gathered through a questionnaire with questions composed of measurement scales that had been previously validated by the reference literature.FindingsThis work empirically demonstrates that the perceived support, respect and responsibility values are strongly related to sustainability, and that ability and opportunity-enhancing practices mediate the association of perceived support and responsibility with the sustainability of cooperatives.Originality/valueThis work contributes to covering the lack of studies about which values support and impact the sustainability of organisations, and it provides information about the mediating role of certain AMO practices in the search for a more sustainable organisation, demonstrating that some practices are more relevant than others.

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“…We apply the theoretical lens of the ability, motivation, and opportunity (AMO) theory. Al-Shahwani (2020) and Mutunga (2020) suggest that the AMO theory is a human resource development process that is capable of improving workers' ability, motivation, and dedication through education, remuneration, and performance supervision as the opportunity to section knowledge and worker involvement towards problem resolution to highlight the higher duty of task accomplishment and decision making. In this research framework, GHRPs enhance employees' ability via green hiring, green training, and development.…”

Section: Introductionmentioning

confidence: 99%

Stimulating environmental performance through green human resource practice: Does green transformational leadership matter?

Wiredu,

Yang,

Saljoughipour

et al. 2023

J Infrastruct Policy Dev

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Businesses are essential in nations’ economic development, green practice, and environmental performance, particularly in emerging countries. Such economic development needs environmental-friendly business practices to attain higher environmental performance goals of businesses. Nevertheless, a plethora of studies centered on the direct effects of environmental management initiatives (EMI) and green innovation practices (GIP) on environmental performance (EP). Still, the direct and indirect impacts of green human resource practices (GHRPs), green transformational leadership (GTL), and other constructs were ignored. This study analyzes the direct and indirect relationships of GHRPs, EMI, and GIP toward improving EP. In addition, the study examines the moderation role of GTL between GHRPs and EP under the theoretical framework of ability, motivation, and opportunity (AMO) theory. Empirically, this present study utilized a survey method to assemble data from 535 business entities in South Africa. The analysis showed that GHRPs directly and significantly influenced EMI, GIP, and EP. EMI and GIP also directly and significantly influenced EP. Finally, GTL significantly affects the interplay between GHRPs and EP. This study’s results provide a managerial and theoretical contribution to how GHRPs, EMI, GIP, and GTL facilitate a corporate EP. The present paper enriches the theory of AMO by incorporating new variables such as GHRPs, GTL, EMI, and GIP, towards enhancing EP. Also, this study provides fresh insight into the impact of the mediation role of EMI between GHRPs and EP, mediation role of GIP between GHRPs and EP, thereby contributing to extant literature. The study emphasizes the need for businesses and managers to apply green human resource policies to make employees more committed to environmental sustainability, promoting EP in the long term.

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

Cited by 4 publications

References 42 publications

The indirect effect of high-performance work practices on employees’ performance through trust in management

The indirect effect of high-performance work practices on employees’ performance through trust in management

Linking organisational values and sustainability: the role of AMO practices

Stimulating environmental performance through green human resource practice: Does green transformational leadership matter?

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