2.2 An Overview of AMO Model
A. Background of AMO Model Proposal
The AMO model, a concept derived from the High-Performance Work System, is an excellent structured analytical framework for providing a better understanding of the relationship between HRM and employee performance, helping to unlock this "black box" in HR research. This "black box" in the field of HR research can be opened.
In the early studies, scholars explored two factors influencing employee behavior, ability and willingness, from different perspectives. Vroom (1964), in applying expectancy theory to study employee motivation, first proposed an interactive relationship considering both ability and motivation, and he argued that employee performance is determined by the level of effort at work, which depends on employee motivation and Under this theory, the performance equation was interpreted as P = f (A x M). However, this function also only considers the role of personal factors on performance and cannot explain the influence of the external environment. To address this problem, Blumberg and Pringle (1982) extended this model by introducing a new dimension, opportunity. Thus, performance is viewed as a function of ability to work (including variables such as age, knowledge, and education level), willingness to work (including variables such as motivation, job satisfaction, personality, values, and expectations), and opportunity to work (including variables such as working conditions, work tools, leadership behavior, work processes, and time), all three of which are indispensable, and a low level of any one of these dimensions can significantly reduce performance.
Chapter 3 Benchmark Company - Bosch's HPWS .................................... 15
3.1 Best HR Practices to Improve Employee Abilities ................................ 15
3.2 Best HR Practices to Enhance Employee Motivation .............................. 16
Chapter 4 Case Description ................................ 18
4.1 Overview of TL company .................................... 18
4.2 Organizational Structure of TL company ................................ 20
Chapter 5 Analysis of TL company’s HRM Based on AMO Model ..................... 25
5.1 Problems with Employee Abilities ............................. 25
5.1.1 Unreasonable Recruitment and Allocation ............................. 25
5.1.2 Inadequate Training and Development ....................... 27
Chapter 6 HPWS Based on AMO Model in TL company
6.1 Improve Employee Abilities
6.1.1 Strict Selection
Strict selection, reflecting the company's investment in employee selection and employee selection is the use of assessment tools. Internal establishment of selection mechanisms, based on performance, personal ability, middle and senior management to implement open recruitment, competition for jobs. Externally, various forms of platform recruitment are implemented with the aim of acquiring talent. Therefore, TL company's high-performance human resource management practices in this regard are: organizational selection and competitive selection methods and multifaceted supervision and assessment methods, focusing on the performance of the incumbent, listening to public opinion, both motivation and pressure for new
