Question

1. ‘The AMO framework is over-hyped. It offers very limited insight into how employees should be managed to achieve high performance’. Discuss

Answer 1

Most organizations tend to neglect the well-being of their employees and due to this, they end up not performing well which in turn affects the performance of the organization. This, can be caused by either the managerial style of the line managers, not having a conducive work environment or even the employees themselves. The AMO model is an illustration of how employees can be motivated by the line managers using the HR policies and practices involved so as to enhance performance and well-being. The term AMO means A=Ability, M=Motivation, O= opportunity. Ability refers to the practices and policies that ensure the employees in an organization get the best and are prepared with the skills to take on any job in the organization, with the assumption that jobs would be challenging. Organizations should ensure that their employees have the necessary skills to be able to use their discretionary practice whereby they are able to participate with minimum supervision. This is why Huselid (1995) and Appelbaum et al., (2000) state that organizations must ensure accurate recruitment and selection process to recruit capable and skilled workers and also ensure necessary training. In order for employees to use their discretionary practice, they need to be motivated with either an extrinsic, intrinsic or trust factor (Appelbaum et al., 2000). Extrinsic this can be financial such as performance pay or commission, incentive pay. Intrinsic pay comes from inner satisfaction and finally, when an organization can enable an environment that is trustworthy and encouraging, then employee’s feel valued and wanted. If all these motivational factors are absent, then employees tend to be absent or likely leave the job. The opportunity to be involved in the decision-making process in an organization gives employees the sense of involvement, engagement and enhances well-being (Appelbaum et al., 2000). According to Wood and Wall (2007), Boxall and Macky (2009) and Appelbaum et al., (2000) , it is the distinguishing feature that differentiates High performance work practices whereby the decision making process should be de-centralized and shared rather than the control of hierarchy. According to Wood and Wall (2007), there are different ways in which employees should be given the opportunity and chance to be involved either being in a self-managed team or the opportunity for their voice to be heard.