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Ability, Motivation and Opportunity theory: a formula for employee performance?

In: Elgar Introduction to Theories of Human Resources and Employment Relations

Author

Listed:
  • Ashlea Kellner
  • Kenneth Cafferkey
  • Keith Townsend

Abstract

Ability, Motivation and Opportunity (AMO) theory has been adopted extensively to potentially explain the complex relationship between how people are managed and subsequent performance outcomes. Specifically, the theory suggests some combination of an individual’s ability (A), motivation (M) and opportunities (O) can give us a measure of an individual’s performance (P) (expressed as AMO = P). AMO theory is concerned with individual characteristics as independent variables, however, in its application in the HRM field, researchers have supplemented these independent variables for HR practices and policies, resulting in at least two different incarnations of the AMO model. Further compounding this issue, AMO theory has seldom seen empirical testing, and there is significant lack of consistency in definition and selection of variables. In this chapter, the authors develop an argument that AMO theory is poorly defined and tested, and its appeal is that it can be adapted to suit almost any HRM study.

Suggested Citation

  • Ashlea Kellner & Kenneth Cafferkey & Keith Townsend, 2019. "Ability, Motivation and Opportunity theory: a formula for employee performance?," Chapters, in: Keith Townsend & Kenneth Cafferkey & Aoife M. McDermott & Tony Dundon (ed.), Elgar Introduction to Theories of Human Resources and Employment Relations, chapter 21, pages 311-323, Edward Elgar Publishing.
    • Handle: RePEc:elg:eechap:17759_21
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    Cited by:

    1. C. B. Bhattacharya & Sankar Sen & Laura Marie Edinger-Schons & Michael Neureiter, 2023. "Corporate Purpose and Employee Sustainability Behaviors," Journal of Business Ethics, Springer, vol. 183(4), pages 963-981, April.

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