The HPWS and AMO: a dynamic study of system- and individual-level effects

Purpose Drawing on the dynamic model of ability, motivation, opportunity (AMO) for human resource research, this study aims to examine how organizational system-level (i.e. the high-performance work system (HPWS)) and individual-level AMO affect employees' performance. Specifically, this paper proposes that employee task performance is resultant from the integration of system- and individual-level AMO factors with employee contextual performance. Design/methodology/approach A survey design is employed with data collected from 250 employees working in New Zealand's service sector. Findings This study finds both organizational system (HPWS) and individual AMO dimensions have positive associations with employees' performance. At the system level, the supportive role played by contextual performance is highlighted with pro-social behaviors fully mediating the relationship between the HPWS and task performance. At the individual level, contextual performance is found to partially mediate the relationship between ability and task performance and fully mediate the relationship between motivation and task performance. Opportunity, on the other hand, is significantly associated with task but not contextual performance. Originality/value In acknowledging there are a plurality of factors that impact performance, this study enriches our understanding of AMO's influence in the context of people management.