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Operationalising the AMO (Ability Motivation Opportunity) framework

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The AMO framework, also known as the people and performance model, is defined as the sum of the ability, motivation and opportunity of an employee (Raiden, Dainty, and Neale, 2006). …
As Boxall and Macky (2009) noted, every human resources system works through its impacts on the skills and knowledge of individual employees, their willingness to exert effort, and their opportunities to express their talents in their work. However, human resource systems also affect a range of variables on a more collective level, helping to build organisational capabilities, and influencing the organisational culture, and social and psychological climate in which individuals are embedded. More so, studies show that the AMO model does not only impact the organisational performance but the high performance work practice as well. Human resource managers are guided by policies and strategies covered by the disciplines of human resource management. These principles help managers in dealing with obstacles and serious situations of handling people well (O’Donnell, Livingston, and Bartram, 2009). Lee and Cummings (2008) supported this claim by recognising that managers are credited with the responsibility of front line leadership and management. As such, the knowledge of these leaders in applying the ability, motivation and job opportunities framework to employees and the workplace by implementing its theories into the company’s organisational behaviour is essential in the success of human resource management. Katou and Budhwar (2009) maintained that the motivation to perform is further moderated by managerial style and organisational culture. Strategies that can be used by managers include creating reward programmes, creative recruitment methods, job rotation and job redesign. To achieve high performance from employees, managers can apply the learning behaviour consequences feature of