Abstract
This study consists of the AMO (ability-motivation-opportunity) framework to develop HPWS, interrelating these dimensions to each other and investigating their effects on employee-level organizational outcomes for better performance, productivity, and satisfaction. The mediating and moderating effects of three widely applied leadership styles (i.e., transformational, transactional, and laissez-faire) and how collectively and separately the AMO framework and leadership styles create synergistic effects on organizational outcomes are considered. Quantitative research approach is employed with survey data from 152 mid-career-level professionals from Karachi, Pakistan. Two-stage PLS-SEM technique is used. The results implicate the strong relation between AMO framework, HRM practices, and organizational outcomes.
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