Abstract
We investigated the processes by which human resource management (HRM) practices embed employees in organizations, which in turn, enhance employee job performance. In particular, following the ability-motivation-opportunity (AMO) model of HRM, we sought to: 1) test the AMO model of HRM-embeddedness components relationships; 2) investigate the effects of embeddedness components on job performance; and 3) assess the embeddedness components as mediators of HRM-job performance relationships. As predicted, the results demonstrate the role of ability, motivation and opportunity-enhancing HR practices as direct contributing factors to the creation and development of embeddedness, and the improvement of job performance. Embeddedness components mediated the AMO model of HRM-job performance relationships. The results suggest that organizations can proactively enhance embeddedness through implementing appropriate HRM practices, and should respond in a timely manner to indications of low or reduced embeddedness before it culminates in behaviors such as deteriorating job performance.
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