Managing the Obligation to Stay through Employee Involvement, Recognition and AMO Model: A Study Among Millennial Employees

Abstract

The aim of this paper is to investigate the impact of human resource practices, namely employee involvement and employee recognition, on normative commitments. It also attempts to determine the role of the ability, motivation and opportunity (AMO) model as a mediator in the relationship associated with human resource practices, and normative commitments. Design/Methodology/Approach: Data were collected across 168 employees, working in small and medium enterprises (SMEs) in Selangor, Malaysia. Structural equation modelling with bootstrapping estimation was used to predict and estimate the relationships. Research findings:The results indicate that both employee involvement and employee recognition have a significant impact on the normative commitment. This study however, indicates no mediation effect on both of these relationships.

Examining the Ability, Motivation and Opportunity (AMO) framework in HRM research: Conceptualization, measurement and interactions

“…A more in‐depth analysis of articles where Opportunity is a mediator, shows that it never acts as a stand‐alone mediator, but always in combination with Ability and Motivation (e.g. De Wind et al., 2015; Edgar et al., 2021; Gilbert et al., 2015; Hassan et al., 2020; Shahzad et al., 2019; Tuuli & Rowlinson, 2009; Wang et al., 2019a, 2019b). The same is not true for Ability and Motivation, which occasionally act as standalone mediators (e.g., Jeng & Hung, 2019; Amin et al., 2022).…”

“…Thus, Ability mediators at the individual level of analysis are commonly measured through self‐efficacy scales, which are labelled ‘ability’ (e.g. Andreeva & Sergeeva, 2016; Hassan et al., 2020; Knies & Leisink, 2014). Motivation mediators, in turn, refer to intrinsic or extrinsic motivation (e.g.…”

Employer Branding in the Fashion Industry: CSR Actions by Fashion SMEs

“…One possible reason for this came from an examination of whether different forms of CSR have different impacts on employee engagement [65]; it resulted in the realisation that no significant difference exists between the impacts of internal and external forms of CSR on respondents. Since commitment is driven by employee perceptions of CSR, it can be achieved through employee involvement and recognition [66].…”

Especificación del modelo de habilidades, motivación y oportunidades (AMO) como multiplicativo o aditivo y comprobación de su validez en su aplicación a las prácticas de alta implicación de recursos humanos enfocadas a la mejora continua.

“…Por otro lado, existen algunas novedades en los enfoques y objetivos de investigación, como por ejemplo la inclusión del concepto de prácticas de RRHH verdes, que son aquellas que estimulan el comportamiento de los empleados para crear organizaciones socialmente responsables, eficientes y sensibles a la problemática medioambiental Pham et al, 2020;Rayner & Morgan, 2018;Rizvi & Garg, 2021;Singh et al, 2020). Asimismo, algunos estudios introducen métodos de análisis estadísticos novedosos respecto a la revisión anterior, como el uso de regresiones de mínimos cuadrados parciales (PLS) (Edgar et al, 2020;Guerci et al, 2017;Hassan et al, 2020;Hosseingholizadeh et al, 2016;Jyoti & Rani, 2017;Obeidat, 2017;Pham et al, 2020;Rincon-Roldan & Lopez-Cabrales, 2021), análisis clúster (Díaz-Fernández et al, 2020), análisis cualitativos comparativos de conjuntos difusos (fsQCA) (Meuer, 2017;Schouteten et al, 2021), análisis de condiciones necesarias (NCA) (Hauff et al, 2021;Tuuli & van Rhee, 2021), o modelos lineales jerarquizados (HLM) (Chung & Pak, 2021;Miao et al, 2021;Tuuli & van Rhee, 2021).…”

“…Hypothesis H3b Trust mediates the relationship between motivation-enhancing HPHRPs and team performance in such a way that it strengthens the impact of those HPHRPs and increases team performance. Hypothesis H3c Trust mediates the relationship between opportunity-enhancing HPHRPs and team performance in such a way that it strengthens the impact of those HPHRPs and increases team performance Hassan et al, (2020). Managing the Obligation to Stay through Employee Involvement, Recognition and AMO Model: A Study Among Millennial Employees.…”