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Cited by 401Human Resource and Talent ManagementEmployee Performance and ManagementJob Satisfaction and Organizational Behavior

Employee perceptions of line management performance: applying the AMO theory to explain the effectiveness of line managers' HRM implementation

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Bos‐Nehles, Anna C., Van Riemsdijk, Maarten J., Kees Looise, Jan·2013·Human Resource Management
DOI 10.1002/hrm.21578
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Abstract

Line managers are today seen as increasingly important in effectively implementing HRM practices. Based on the Ability‐Motivation‐Opportunity (AMO) theory, we predict that line managers' performance in this regard will depend on their ability to apply HRM practices, and that their motivation and the opportunity provided will enhance this effect. Through a survey of 174 line managers and 1,065 of their direct subordinates in two organizations, we found ability to be the best predictor of a line manager's HRM performance. Motivation did not moderate the effect of ability on performance as predicted, and our results suggest this relationship needs further attention. Opportunity did enhance the effect of ability on HRM implementation effectiveness. Therefore, HRM departments should aim to enhance line managers' abilities and provide adequate opportunities for them to carry out the expected HRM duties. © 2013 Wiley Periodicals, Inc.

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  • In contrast with 'traditional' contexts, platform workers are not supervised by human (line) managers tasked with implementing HRM activities or HR specialists on HR analytics teams.

    “In contrast with 'traditional' contexts, platform workers are not supervised by human (line) managers tasked with implementing HRM activities (Bos-Nehles et al., 2013) or HR specialists on HR analytics teams (Ellmer & Reichl, this issue; Wiblen & Marler, this issue).”

    From Algorithmic human resource management: Synthesizing developments and cross-disciplinary insights on digital HRM (2021) · cites this paper as Bos-Nehles et al., 2013

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Cited by

Sorted by citations

Authors
Bos‐Nehles, A. C., Van Riemsdijk, M. J., & Kees Looise, J.
Venue
Human Resource Management
Publisher
Wiley
Published
2013-11
Volume
52
Issue
6
Pages
861-877
ISSN
  • 0090-4848 (ISSN-L)
  • 1099-050X
DOI
10.1002/hrm.21578
OpenAlex
W2102260222
Cited by
401
References
5
Citations by year
2026: 29 · 2025: 31 · 2024: 52 · 2023: 46 · 2022: 36 · 2021: 37 · 2020: 37 · 2019: 32 · 2018: 29 · 2017: 40 · 2016: 13 · 2015: 12 · 2014: 6
FWCI
19.50
Type
journal article
Language
en
Open access
Licence
onlinelibrary.wiley.com/termsAndConditions#vor (vor, 18 d)
Locations
  • Human Resource Management (publishedVersion)
  • University of Twente Research Information (submittedVersion, other-oa)
  • University of Twente Research Information (submittedVersion)
Topics
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Human Resource and Talent Management
  • Social Sciences › Human Factors and Ergonomics › Employee Performance and Management
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
Keywords
line managers, HRM implementation, ability-motivation-opportunity theory, employee perceptions, managerial performance, human resource management practices, ability, motivation, opportunity, subordinate perceptions

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