Employee Perceptions of Line Management Performance: Applying the AMO Theory to Explain the Effectiveness of Line Managers' HRM Implementation

What is it about?

Since line managers play a crucial role in the implementation of HRM policies and practices, 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.

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Why is it important?

By applying the AMO theory to the role of line managers in HRM delivery, we are able to determine the performance of line managers in implementing HRM practices on the work floor. Second, we operationalize the AMO factors based on the reasons for ineffective line management performance described in the devolution literature (Brewster & Larsen, 2000; Cunningham & Hyman, 1999; Kulik & Perry, 2008; Whittaker & Marchington, 2003), and empirically test the role of the AMO factors in line managers’ effectiveness in implementing HRM practices.