Motivation Opportunity Ability Research Articles

Strategi Pengelolaan SDM dalam Peningkatan Kinerja Perusahaan Berkelanjutan di Era Industri 4.0

The industrial growth and technology development need competent human resource in every business organization. The presence of millennial and Generation Z has increasingly dominated workforce presenting a new challenge for organizations to provide work climate that supports their development. It has been surveyed that millennial generation is tech savvy but less patient to stay in an organization. The ability to retain and develop millennial and generation Z is the organization's key success factor to continuously improve its business performance and sustainable growth. The new approach HR management strategies are needed to make sure achieving the business outcome (growth revenue, growth profit, lower cost). The Framework of Organizational Sustainability Model in era 4.0 is designed to map out the HR strategies in order to achieve a sustainable competitive advantage. The organizational key drivers would be the input for this model to support employee core competencies so as to give their outstanding performance and increase productivity. Having skills and experience are not enough for employees, they have to make a commitment and well motivated that is shaped by a strong organizational culture and climate. The current research has provided AMO (Ability, Motivation, Opportunity) model approach to support for the key theoretical propositions. The study is imperative for practitioners and organizations since it offers Human Resource Management strategies as a suggestions and guidelines to develop human capital for improving organizational performance and for gaining sustainable competitive advantage.

High-performance work systems and key employee attitudes: the roles of psychological capital and an interactional justice climate

While there is evidence that high performance work systems (HPWS) are related to positive employee attitudes, the underlying mechanism is not yet thoroughly understood. Similarly, though the benefits of employees’ psychological capital (PsyCap) in the workplace are well documented, little is known about the extent to which PsyCap stems from the context in which people work. Adopting a multi-level approach and using the ability-motivation-opportunity (AMO) framework and the conservation of resources (COR) theory as theoretical backdrop, we develop and test a moderated mediation model to explain how organization-level HPWS relate to individual employee work attitudes (job satisfaction and affective organizational commitment) that reflect well-being through the mediating mechanism of employees’ PsyCap. Analysis of multi-source data from 569 employees in 44 firms showed that HPWS were positively related to job satisfaction and affective commitment, and that these relationships were partially mediated by PsyCap. Furthermore, moderated path analysis revealed that an interactional justice climate strengthened the direct effect of HPWS on PsyCap and work attitudes as well as the indirect effects of HPWS on work attitudes. The theoretical and practical implications of these findings are discussed.

High-Performance Human Resource Practices through the Lenses of the Ability–Motivation–Opportunity Taxonomy: A Multilevel Perspective

Background. In the recent past, many studies were devoted to the relationship between High-Performance Human Resource Practices and different types of employee outcomes. Through these studies, it has been shown that High-Performance Human Resource Practices are related to desirable employee outcomes and for this reason the interest in the topic has intensified. Yet the way in which High-Performance Human Resource Practices produce expected performance has not been explained in a satisfactory way. Research aims. The article aspires to analyze the concept of High-Performance Human Resource Practices (HPHRPs) through the lenses of Ability–Motivation–Opportunity (AMO) taxonomy, and to examine the interrelations between these categories of practices, as well as to discuss their impact on employee performance. Methodology. The article applies literature review in the HPHRPs and AMO literature focusing on its outcomes in terms of employee ability, motivation, and opportunity, while applying the idea of the internalization process of HR activities. Findings. HPHRPs were reviewed through the perspective of the AMO taxonomy. The extended view on relationships between HPHRPs is provided through the intended, actual and experienced internalization levels. JEL Codes: J24, M12.

Conceptualizing the electronic word-of-mouth process: What we know and need to know about eWOM creation, exposure, and evaluation

Electronic word of mouth (eWOM) is a prevalent consumer practice that has undeniable effects on the company bottom line, yet it remains an over-labeled and under-theorized concept. Thus, marketers could benefit from a practical, science-based roadmap to maximize its business value. Building on the consumer motivation–opportunity–ability framework, this study conceptualizes three distinct stages in the eWOM process: eWOM creation, eWOM exposure, and eWOM evaluation. For each stage, we adopt a dual lens—from the perspective of the consumer (who sends and receives eWOM) and that of the marketer (who amplifies and manages eWOM for business results)—to synthesize key research insights and propose a research agenda based on a multi-disciplinary systematic review of 1050 academic publications on eWOM published between 1996 and 2019. We conclude with a discussion of the future of eWOM research and practice.

Line Managers’ Performance of Strategic Human Resource Roles: Creating Value, Not Rhetoric

Line managers’ (LMs) role has been restructured in modern business as they are undertaking the responsibilities of key human resource management (HRM) functions. Although HRM roles of LMs have got wide recognition in academic research, factors influencing their performance of strategic HRM roles remained relatively under developed, especially in Bangladesh. Based on the perspective of Ability-Motivation-Opportunity (AMO) theory, we propose that LMs’ strategic HR roles performance are influenced by their ability, motivation, and opportunity. A survey with self-administered questionnaire was applied for collecting data from a sample of 170 participants drawn from LMs employed at private banking organizations in Bangladesh. The technique of partial least squares structural equation modelling was utilized for testing the study model. The findings highlighted that LMs’ ability and motivation significantly related to their performance of strategic HR roles while opportunity provided to LMs had non-significant relationship with their strategic HR roles. Despite the findings produced mixed support, this research has key implications for practitioners as well as academicians. The present research is believed to serve as a standard in comprehending the AMO factors influencing LMs’ execution of strategic HR roles which remains largely unexplored in the Bangladesh context.

Smallholder farmers’ engagement in non-certified organic farming: a case from Southern China

PurposeThe purpose of this paper is to investigate the influences of smallholder farmers’ motivations, opportunities and abilities on their satisfactions of non-certified organic farming practices in Southern China based on the motivation–opportunity–ability (MOA) model.Design/methodology/approachThe sample covers 314 smallholders from Nanning region in Southern China who have engaged in non-certified organic farming. Judgmental and convenient sampling are applied to collect data. Data analysis consists of confirmatory factor analysis, structural equation modelling and mediation test.FindingsThe results show opportunity as dominant impact factor of smallholder farmers’ satisfaction followed by motivation and ability. Also, their commitment to further non-certified organic farming is positively influenced by their satisfactory level. Mediation test reveals that satisfaction partially mediates the relationships between motivation, ability and commitment.Research limitations/implicationsFirst, due to the limited sample size in a single region, the findings cannot represent even Southern Chinese farmers as an entirety. Second, the study only limited itself in the scope of the MOA model.Practical implicationsApart from providing updated empirical results for existing studies, this study also highlights the importance of farmer association, supporting scheme as well as the relevant training for the smallholder farmers to size the opportunities, promote their motivations and strengthen their abilities.Originality/valueAs little attention has been given to small-scale farmer who are involved in organic farming practice in China, this paper presents findings based on the MOA framework.

Roles of Motivation, Opportunity, Ability, and Trust in the Willingness of Farmers to Adopt Green Fertilization Techniques

Green fertilization technologies such as the formula fertilization technology and the water and fertilizer integration technology are important technologies to realize fertilizer reduction and replacement. To explore the willingness of farmers to adopt those technologies and its driving path, can help to improve soil quality and promote the sustainable development of agriculture. In this paper, trust is incorporated into the theoretical framework of motivation, opportunity, ability (MOA). Based on the questionnaire survey data of citrus farmers in Guangdong and Jiangxi provinces in China, the logical relationship of farmers’ willingness to adopt green fertilization technology is analyzed from four aspects of adoption motivation, adoption opportunity, ability (technical operation ability and ant risk ability), and trust by using a structural equation model. The results showed that adoption motivation, adoption opportunity, technical operation ability, and anti-risk ability had significant positive direct effects on adoption willingness, which were 0.610, 0.381, 0.491, and 0.297, respectively. Trust had an indirect effect, which was 0.191. From the results of cross-group analysis, it can be seen that farmers’ participation in organizations or contracts signed will strengthen the influence of adoption opportunity, technical operation ability and adoption motivation on adoption willingness. However, the influence of the anti-risk ability on adoption willingness was strengthened by the non-participation or non-contract peasant household groups.

Returns management employee development: antecedents and outcomes

PurposeThe purpose of this paper is to empirically investigate the antecedents and impacts of a largely overlooked concept, employee development, within the challenging area of returns management.Design/methodology/approachThe proposed relationships are validated through structural equation modeling analysis with survey data collected in India.FindingsCombining the ability–motivation–opportunity model in human resource management and the theoretical tenets associated with dynamic capabilities, the authors confirmed that supply chain learning, returns management orientation and information support are important antecedents of returns management employee development. In turn, the findings suggest that, as a dynamic capability, returns management employee development positively impacts a firm’s returns management and market performance.Practical implicationsTo successfully tackle the challenges related to handling returns, companies must focus their resources not only on new technologies and related processes, but also on employee training and development as well.Originality/valueAlthough recruiting and retaining talent in supply chain management has long been recognized as a serious global challenge, no previous research has empirically studied employee development practices in the returns management context.

Organizational Conservatism, Strategic Human Resource Management, and Breakthrough Innovation

Organizational leaders routinely note the critical importance of human capital in enabling successful innovation outcomes. However, strategic human resource management (SHRM) practices, especially in large firms, often are not aligned with practices that facilitate breakthrough innovation (BI), where uncertainty, ambiguity, and risk of failure are high. In this paper, drawing from the motivation–opportunity–ability (MOA) framework, we identify and delineate SHRM practices that are likely to affect BI outcomes in firms. These include career risk mitigation, extrinsic rewards (motivation), idea generation facilitation (opportunity), innovation talent development, and managerial ambidexterity development (ability). We theorize that while these SHRM practices may directly affect BI outcomes, these effects are likely to be modulated by the broader organizational context, specifically, the degree of organizational conservatism. We test our hypotheses using survey data collected from 79 U.S.-based multinational firms and find that first, the impacts of career risk, extrinsic rewards, and innovation talent development on BI outcomes vary with the firm's degree of conservatism. Second, developing ambidextrous talent among middle managers positively influences BI outcomes, irrespective of the firm's level of conservatism. Overall, our study provides a basic framework to understand how SHRM practices can be leveraged to influence innovation under varying degrees of conservatism in organizations.

A behavioral analysis of farmers during land reallocation processes of land consolidation in China: Insights from Guangxi and Shandong provinces

This paper empirically examines the factors which influence the behavior of farmers who participate in land consolidation, specifically in land reallocation. Based on the integrative Motivation–Opportunity–Ability (MOA) model, we assume that farmers` participation levels in land reallocation are not only determined by motivation, but also significantly influenced by their opportunity and ability to participate. We test our hypotheses with the method of structural equation modelling (SEM), and collect data through questionnaires from a random sample of households in 6 villages (4 different projects) in China. This is complemented by interviews with local cadres and some of the farmers in those villages in order to validate the consistency of questionnaire responses. The key finding is that the opportunity and the ability to participate have significant positive influences on the degree to which farmers participate, of which ability is the more influential construct. The scrutiny of the model results combined with the interviews also leads to the conclusion that allowing self-organization of farmers leads to more effective land reallocation. Based on the results, we suggest that governments should take measures including legislation, social marketing and education to clarify the legality of land reallocation and facilitate the self-organization of farmers and eventually promoting land reallocation.

Effects of ability-enhancing, motivation-enhancing, opportunityenhancing human resource management on organizational innovation

본 연구는 전략적 인적자원관리에서 널리 받아들여지고 있는 AMO (Ability, Motivation, Opportunity) 모델을 활용하여 능력증진형 (Ability), 동기부여형 (Motivation) 및 기회증진형 (Opportunity)으로 구성된 인적자원제도 유형이 조직혁신성과 각각 어떠한 관계가 있는지를 고찰하였다. 특히, 인적자원제도와 조직혁신성을 연결하는 주요변수로 조직몰입의 매개효과에 주목하였으며, 인적자원제도를 통한 조직 혁신성을 이루기 위한 토양으로써 혁신문화 정착의 중요성을 제시하였다. 연구의 분석은 한국직업능력개발원의 6차 및 7차 인적자본기업패널 데이터를 활용하여 진행하였으 며, 총 370개의 기업을 바탕으로 분석하였다. 연구결과 능력증진형 인적자원제도가 조직혁신에 긍정적인 영향을 미쳤으며, 동기부여형 및 기회증진형 인적자원제도는 조직혁신성에 유의한 관계를 나타내지 못하였다. 또한 조직몰입은 능력증진형 인적자원제도와 조직혁신성의 관계를 매개하는 것으로 나타났다. 마지막으로, 혁신문화의 조절효과의 경우, 능력증진형 및 동기부여형 인적자원제도와 혁신문화의 교차항이 조직혁신성과 유의미한 관계가 있는 것으로 나타났다.Apply the AMO framework, a widely adopted model in strategic human resource management, we examine whether ability-enhancing, motivation-enhancing and opportunity-enhancing HRM can affect organizational innovation. Especially, we considered organizational commitment as a key variable connecting HRM and organizational innovation, and suggested the importance of establishing an innovation culture to achieve organizational innovation through HRM system. The analysis was carried out using the 6 th and 7 th HCCP (Human Capital Corporate Panel) provided by the Korea Vocational Training Center with a final sample of 370 firms. As a result of the study, the ability-enhancing human resource practices have a positive effect on organizational innovation, whereas the motivation-enhancing human resource practices and the opportunity-enhancing human resource practices did not show a significant relationship with organizational innovation. In addition, organizational commitment mediated the relationship between ability-enhancing human resource practices and organizational innovation. Also, we examined the moderating effect of innovation culture. The interaction between innovation culture and ability-enhancing human resource practices and the interaction between motivation-enhancing human resource practices were both significantly related to organizational innovation.

The Influence of Global Brand Distribution on Brand Popularity on Social Media

The literature on consumer choice between global and local brands is focused on sales-based measures of brand globalness (BG). When managers need to establish an effective social media campaign to raise awareness of their brands’ activities on social media, the literature focus may not provide clear guidance on how such measures can be applied to social media. This research contributes to global brand research by combining the literature streams on consumer social media engagement and global branding marketing strategies. First, to provide a managerial tool for this task, the authors propose two novel measures, BG and country brand popularity (CBP), based on consumers’ brand activities on social media. Using these measures, the authors hypothesize that CBP is influenced by cultural, social, and economic factors, which is motivated by motivation–opportunity–ability theory. Using Facebook data covering the top 100 brands that operate across 50 countries in each of 51 industries, they show that CBP is influenced by BG and cultural, social, and economic characteristics.

The effects of high‐involvement work systems and shared leadership on team creativity: A multilevel investigation

AbstractUnderstanding how to effectively stimulate creative potential in the workplace through strategic human resource management (HRM) practices is critical to enhancing organizational competitiveness. This study investigates the effects of high‐involvement work systems (HIWS) on team creativity in terms of ability–motivation–opportunity theory and a team input–process–output model. It draws on a data set consisting of 668 employees from 112 teams in 41 organizations in China. The results reveal that HIWS are positively related to team creativity, not only directly, but also indirectly through a sequential mediating mechanism of involvement climate and shared leadership. We argue that when employees are placed in an autonomous work environment underpinned by HIWS, they will be more likely to be involved in creative activities and engage in mutual influence behaviors in their work teams, and lead each other to achieve a higher level of creativity. Our study extends the knowledge on strategic HRM/HIWS, shared leadership, and creativity.

Knowledge sharing of inpatriates

PurposeThe purpose of this study is to analyze the effects of inpatriates’ abilities, motivation and opportunities on knowledge sharing and the moderating role of boundary spanning in this context.Design/methodology/approachBy integrating the ability–motivation–opportunity framework with the concept of boundary spanning four hypotheses are developed, which are tested against the data of 187 inpatriates working in Germany.FindingsThe study reveals that inpatriates’ motivation and certain opportunities are positively related to knowledge sharing, whereas inpatriates’ abilities do not show a positive effect. Moreover, it is shown that inpatriate boundary spanning has a moderating effect on this relationship.Originality/valueBased on the results, the study enhances the current literature by introducing the concept of reputation asymmetry. Moreover, requirements of how inpatriates’ assignments should be designed and implications for further research are outlined.

Green human resource management and environmental cooperation: An ability-motivation-opportunity and contingency perspective

This study examines the value of green human resource management (GHRM) in supporting environmental cooperation with customers and suppliers, and the moderating roles of internal green supply chain management (GSCM). A survey of 126 automobile manufacturers in China is analysed using moderated regression analysis, based on a proposed conceptual model grounded in ability–motivation–opportunity (AMO) theory and contingency theory (CT). The results reveal that GHRM is significantly and positively related to environmental cooperation with customers and suppliers, and that the relationships are significantly moderated by internal GSCM. HRM practitioners are advised to develop GHRM practices that provide training (ability), incentive (motivation), and conductive environment (opportunity) to help implement environmental collaboration, while SCM practitioners may improve internal GSCM to strengthen the effects of GHRM. This study clarifies key GHRM practices that contribute to GSCM, and advances related research by developing and testing an overarching model to explain such synergies and the moderating role of internal GSCM.

The SOMOAR operationalization: a holistic concept to travel decision modelling

PurposeMost state-of-the-art approaches for the analysis of the process of travel decision-making follow Woodworth’s neo-behaviouristic S–R (stimulus–response) or S–O–R (stimulus–organism–response) model. However, within this model, scholars primarily focus on the S–R relationship, investigating specific decisions by describing or explaining an outcome as the result of an input of several stimuli. There is a lack of investigation into the “O” dimension of the S–O–R model. This paper aims to contribute towards closing of this gap by conceptually and holistically expanding existing models with new perspectives and components.Design/methodology/approachThe authors base the conceptual process on a subjective/interpretative research paradigm, by combining outcomes from different theories and concepts into a new, more holistic approach; and challenging this approach by seeking counterarguments as well as supportive arguments at three conferences and workshops.FindingsThe paper expands the body of literature by positing a generic conceptual operationalization model focusing on the organism (“O”) domain of decision-making. To achieve this, and further to operationalize the S–O–R model, the paper proposes to integrate an M–O–A (motivation–opportunity–ability) approach.Originality/valueThe analysis of the body literature reveals that there is still a lack of analytical and especially workable models/approaches for the analysis of the process of tourist decision-making. The paper contributes to that discussion by offering an alternative and generic operationalization of the tourist decision-making process by inducing a theoretical framework from the deductions gleaned from a number of existing theories.

Understanding energy-saving behaviors in the American workplace: A unified theory of motivation, opportunity, and ability

Occupant behavior has a significant impact on building energy consumption. To reduce energy use in office buildings, various intervention strategies have been investigated to promote energy-saving behaviors among occupants. However, the influential factors of these behaviors have not been fully understood in existing studies. To fill this gap, this study proposes an integrated Motivation-Opportunity-Ability (MOA) framework which incorporates social-psychological constructs from the Norm Activation Model and the Theory of Planned Behavior to investigate the determinants of energy-saving behaviors in the office environment. An online survey is distributed to collect data from multiple office buildings across the U.S. Results of the structural equation model (n = 612) show that opportunity has the strongest effect on energy-saving behaviors, followed by motivation and ability. In addition, motivation mediates the effect of opportunity and ability. This proposed framework offers an approach for decision-makers to design effective energy interventions based on the constraining factors in the targeted buildings.

Ability, motivation and opportunity: managerial coaching in practice

The practice of managerial coaching is increasing globally, although there is still comparatively little research into it. Using an online survey, we examined the practice of managerial coaching in Australian organisations through Appelbaum et al.'s Ability Motivation Opportunity framework. A thematic analysis of 580 responses revealed that managers regularly coached their own employees and were motivated by the outcomes they achieved through coaching. Emerging strongly from this research was the delight managers took in seeing their employees transform, as well as improved relationships and the (re‐)building of trust. Furthermore, coaching resulted in employees becoming more innovative and ready for change. However, managers did not always have the opportunity to undertake coaching due to time constraints or their dual role as a coaching manager. We shed further light on the motivation of managers and we offer recommendations for HR departments seeking to foster managerial coaching in their organisations. The key takeaway is that managerial coaching is a powerful approach to leadership.

Which transformational leadership behaviors relate to organizational learning processes?

PurposeThis paper aims to examine the relationship between behaviors associated with transformational leadership (TL) and the sub-processes of organizational learning (OL) and to explain these relationships based on the ability-motivation-opportunity (AMO) framework.Design/methodology/approachQuestionnaires assessing leadership behaviors and unit learning processes were filled in by 520 employees from 30 units within 9 organizations.FindingsEach sub-process of OL was found to be related to different leadership behaviors. For example, distribution was related to TL components directed toward developing followers’ ability (i.e. vision and intellectual stimulation) and created the opportunity to share knowledge (i.e. supportive leadership). On the other hand, the TL components found to be related to interpretation were those that enhance followers’ motivation to work well in a group (i.e. inspirational communication and personal recognition).Research limitations/implicationsShowing that specific TL behaviors are related to different OL sub-processes emphasizes the importance of each OL sub-process as a distinct outcome. In addition, this study begins to address the possible mechanisms that may explain why specific factors enhance some OL sub-processes, but not others.Practical implicationsThe study’s findings will assist managers and HR practitioners in recognizing which leadership behaviors are to be enhanced to help address particular sub-processes of OL that need improvement.Originality/valueThis paper is the first to examine the fine-tuned relationships between TL and OL and thus adds another explanation regarding why organizations differ in their learning processes and in their eventual outcomes, such as performance and innovation.

Unlocking "Black Box": Mediating Role of Knowledge Process Capability on HRM Practices and Innovative Performance

In this paper, the effect of ; ability-enhancing human resource management practices (staffing, training), motivation-enhancing human resource management practices (compensation, performance appraisal) opportunity to perform-enhancing human resource management practices (involvement, communication) , was examined along knowledge process capability (Acquisition process, Conversion process, Application process, Protection process) on innovative performance among Jordanian banks, the construct of innovative performance measured by (Administrative innovation and Technical innovation). The study employed convenience sampling to which 300 questionnaires distributed. This paper contributes of unlocking "black box" problem with mediating role of knowledge process capability as an explanatory factor to understand HRM- innovative performance relationship with the insight of knowledge-based view, ability motivation opportunity (AMO) and resource-based view (RBV) theory. The finding showed a significant impact of (ability, motivation, and opportunity)-enhancing human resource management practices, of knowledge process capability on innovative performance in the Jordanian banks. From the findings, the researcher provided recommendations for the banks regarding strengthening the relationship between their HRM, of knowledge process capability and their performance. The study also offered implications to theory and practice based on the findings.