Employee Perceptions of Line Management Performance: Applying the AMO Theory to Explain the Effectiveness of Line Managers' HRM Implementation
Anna C. Bos-Nehles, Maarten J. Van Riemsdijk, Jan Kees Looise
Human Resource Management · 2013 · Volume 52 · Issue 6
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. © 2013 Wiley Periodicals, Inc.
Keywords
HRM implementation effectiveness, line management, AMO theory
Enable JavaScript for citation tools and additional paper interactions.