The Study on Human Resource Practices and AMO Model and Its Impact on Employee Commitment among Gen Y SMEs Employees in Selangor, Malaysia

Authors

  • Norzanah Mat Nor Arshad Ayub Graduate Business School, Universiti Teknologi Mara (UiTM) Shah Alam
  • Elaina Rose Johar Arshad Ayub Graduate Business School, Universiti Teknologi Mara (UiTM) Shah Alam
  • Siti Murni Mat Khairi Faculty of Management, PICOMS International University College

DOI:

https://doi.org/10.33736/ijbs.4324.2021

Keywords:

human resource practices, AMO model, employee commitment, SMEs, Gen Y, millennial

Abstract

Researchers and practitioners have been very enthusiastic and spend the most determinations to study all possible means in order to grab the most advantage from their human resources (HR) especially the Gen Y employees. These employees are pertinent to the part of organisation’s strategic business plan and contribute to the organisation’s performance as well as sustainable competitive advantage. Hence, employee commitment remains a key challenge especially in small and medium enterprises (SMEs) in Malaysia. The purpose of this paper is to investigate the relationship of compensation, training, employee involvement as well as the ability, motivation and opportunity (AMO) model towards employee commitment. The study also seeks to provide the theory-based empirical evidence that the role of AMO model as a mediator in achieving the commitment of employees and used Social Exchange Theory (SET) in order to explain the theoretical rationale of the study model. A total of 168 Gen Y employees representing SMEs service sectors in Selangor, Malaysia participated in this study. Partial Least Square-Structural Equation Modelling (PLS-SEM) was utilised in order to explain the relationship among HR practices towards employee commitment as well as AMO model as a mediator. A key finding that emerged from the analysis showed that only training has direct relationship toward the employee commitment and AMO model plays an important role in gaining employee commitment as it mediates the relationship of employee involvement. However, compensation has no effect in any relationship. Particularly, this study has helped to place the human resource practices, AMO model and employee commitment in the SET by giving a new perspective theoretically that the correct approach of gaining commitment of employees by providing the appropriate practices that employee will reciprocate in return. Also, it showed that Gen Y employees are seeking more involvement than compensation in order to commit themselves. SMEs should involve employees in their daily activities or any decision-making and offers other recognition programs, as money and remuneration are no longer a motivational urge for employees to become committed. Moreover, the findings could therefore serve as a turning point for SMEs to start concentrating and provide more job-related training so that employees can upgrade their skills particularly in this Industrial 4.0 era, where everything changes greatly in the way they deal with others.

References

Abdullah, N. H., Wahab, E., & Shamsuddin, A. (2010, December 5-7). Human Resource Management Practices as Predictors of Innovation among Johor SMEs. 2010 International Conference on Science and Social Research (CSSR) (pp. 878-883). Kuala Lumpur, Malaysia. https://doi.org/10.1109/CSSR.2010.5773910

Adham, A. (2011). Employee Involvement and its Impact on Job Satisfaction and Organisational Commitment. International Journal of Sciences: Basic and Applied Research, 18(2), 368-400.

Almutawa, Z., Zhang, J., & Muenjohn, N. (2016). The effect of human resource management system on employees ' commitment : The mediating role of the AMO model. The Journal of Developing Areas, 50(6), 17-29. https://doi.org/10.1353/jda.2016.0147

Amah, E., & Ahiauzu, A. (2013). Employee involvement and organizational effectiveness. Journal of Management Development, 32(7), 661-674. https://doi.org/10.1108/JMD-09-2010-0064

Appelbaum, E., Bailey, T., Berg, P., & Kalleberg, A. L. (2000). Manufacturing advantage: Why high- performance work systems pay off. London: ILR Press.

Aryee, S., Budhwar, P. S., & Chen, Z. X. (2002). Trust as a mediator of the relationship between organizational justice and work outcomes: test of a social exchange model. Journal of Organizational Behavior, 23, 267-285. https://doi.org/10.1002/job.138

Bashir, N., & Long, C. S. (2015). The relationship between training and organizational commitment among academicians in Malaysia. Journal of Management Development, 34(10), 1227-1245. https://doi.org/10.1108/JMD-01-2015-0008

Blau, P. M. (1964). Exchange & Power in Social Life. New York: Wiley.

Bos-Nehles, A. C., Van, M. J., Riemsdijk, & Looise, J. K. (2013). Employee perceptions of line management performance: Applying the AMO theory to explain the effectiveness of line managers' HRM implementation. Human Resource Management, 52(6), 861-877. https://doi.org/10.1002/hrm.21578

Boxall, P., & Purcell, J. (2011). Strategy and Human Resource Management (3rd ed). England, UK: Palgrave Macmillan. https://doi.org/10.1007/978-1-137-40765-8_1

Brown, E. A., Thomas, N. J., & Bosselman, R. H. (2015). Are They Leaving or Staying : A Qualitative Analysis of Turnover Issues for Generation Y Hospitality Employees with a Hospitality Education. International Journal of Hospitality Management, 46, 130-137. https://doi.org/10.1016/j.ijhm.2015.01.011

Cardon, M. S., & Stevens, C. E. (2004). Managing human resources in small organizations: What do we know? Human Resource Management Review, 14, 295-323. https://doi.org/10.1016/j.hrmr.2004.06.001

Chelliah, S., Sundarapandiyan, N., & Vinoth, B. (2015). A Research on Employees' Organisational Commitment in Organisations: A Case of SMEs in Malaysia. International Journal of Managerial Studies and Research, 3(7), 10-18.

Chen, N. (2019). HRM Five : What employers need to know about millennials. https://hrmasia.com/author/natalie-chen/

Chibucos, T. R., Leite, R. W., & Weis, D. L. (2004). Readings in Family Theory. USA: Sage Publications, Inc.

Coetzee, M., Mitonga-Monga, J., & Swart, B. (2014). Human resource practices as Predictors of Engineering Staff 's Organisational Commitment. SA Journal of Human Resource Management, 12(1), 1-9. https://doi.org/10.4102/sajhrm.v12i1.604

Cohen, J. (1988). Statistical power analysis for the behavioral sciences (2nd ed). New York: Routledge.

Demortier, A.-L. P., Delobbe, N., & Akremi, A. El. (2014). Opening the black box of HR practices - performance relationship: testing a three pathways AMO model. Academy of Management Annual Meeting Proceedings, 2014(1), 14932. https://doi.org/10.5465/ambpp.2014.102

DeNisi, A. S., & Griffin, R. W. (2001). Human Resources Management. Houghton Mifflin Company, New York, NY.

Franke, G., & Sarstedt, M. (2019). Heuristics versus statistics in discriminant validity testing: A comparison of four procedures. Internet Research, 29(3), 430-447. https://doi.org/10.1108/IntR-12-2017-0515

Gallie, D., Felstead, A., & Green, F. (2001). Employer Ploicies and Organizational Commitment in Britain. Journal of Management Studies, 38(8), 1081-1101. https://doi.org/10.1111/1467-6486.00273

Ganesan, J., Mun, L. K., & Raman, K. (2017). Determinants of Organisational Commitment Among Generation -Y in the Malaysian SMEs. Modern Applied Science, 11(12), 48-57. https://doi.org/10.5539/mas.v11n12p48

Geringer, J. M., Frayne, C. A., & Milliman, J. F. (2002). In Search of "Best Practices" in International Human Resource Management: Research Design And Methodology. Human Resource Management, 41(1), 5-30. https://doi.org/10.1002/hrm.10017

Guay, F., Vallerand, R. J., & Blanchard, C. (2000). On the Assessment of Situational Intrinsic and Extrinsic Motivation : The Situational Motivation Scale (SIMS). Motivation and Emotion, 24(3), 175-213. https://doi.org/10.1023/A:1005614228250

Guest, D. E. (1997). Human resource management and performance : a review and research agenda. The International Journal of Human Resource Management, 8(3), 263-376. https://doi.org/10.1080/095851997341630

Guest, D. E. (2011). Human resource management and performance: still searching for some answers. Human Resource Management, 21(1), 3-13. https://doi.org/10.1111/j.1748-8583.2010.00164.x

Guest, D. E., Michie, J., Sheehan, M., & Conway, N. (2000). Employment Relations, HRM and Business Performance: An Analysis of the 1998 Workplace Employee Relations Survey. London: IPD.

Hair, J. F., Ringle, C. M., & Sarstedt, M. (2011). PLS-SEM : Indeed a Silver Bullet. Journal of Marketing Theory and Practice, 19(2), 139-152. https://doi.org/10.2753/MTP1069-6679190202

Hair, J. F., Black, W. C., Babin, B. J., & Anderson, R. E. (2013). Multivariate Data Analysis. New York: Pearson Education Limited.

Hair, J. F., Hult, G. T. M., Ringle, C. M., & Sarstedt, M. (2017). A Premier On Partial Least Squares Structural Equation Modeling (PLS-SEM). Thousand Oaks, CA: Sage Publications, Inc.

Hair, J. F, Sarstedt, M., Ringle, C. M., & Gudergan, S. P. (2018). Advanced Issues in Partial Least Squares Structural Equation Modeling. Thousand Oaks, CA: Sage Publications, Inc. https://doi.org/10.1007/978-3-319-05542-8_15-1

Hashim, J. (2010). Human Resource Management Practices on Organisational Commitment: The Islamic Perspective. Personnel Review, 39(6). https://doi.org/10.1108/00483481011075611

Hashim, J., Ismail, Y., & Hassan A. (2016). Formality of HRM Practices Matters to Employees Satisfaction and Commitment. Journal of Human Resources Management and Labor Studies, 4(1), 47-64. https://doi.org/10.15640/jhrmls.v4n1a2

Hassan, S., & Mahmood, B. (2016). Relationship between HRM Practices and Organizational Commitment of Employees : An Empirical Study of Textile Sector in Pakistan. International Journal of Academic Research in Accounting, Finance and Management Sciences, 6(1), 23-28. https://doi.org/10.6007/IJARAFMS/v6-i1/1952

Henseler, Jörg, Ringle, C. M., & Sarstedt, M. (2015). A new criterion for assessing discriminant validity in variance-based structural equation modeling. Journal of the Academy of Marketing Science, 43, 115-135. https://doi.org/10.1007/s11747-014-0403-8

Henseler, Jorg, Ringle, C. M., & Sinkovics, R. R. (2009). The Use of Partial Least Squares Path Modeling in International Marketing. Advances in International Marketing, 20, 277-319. https://doi.org/10.1108/S1474-7979(2009)0000020014

Herold, D. M., & Fedor, D. B. (2003). Individual differences in feedback propensities and training performance. Human Resource Management Review, 13, 675-689. https://doi.org/10.1016/j.hrmr.2003.11.008

Hooi, L. W., & Ngui, K. S. (2014). Enhancing organizational performance of Malaysian SMEs The role of HRM and organizational learning capability. International Journal of Manpower, 35(7), 973-995. https://doi.org/10.1108/IJM-04-2012-0059

Ihionkhan, P. A., & Aigbomian, E. E. (2014). The Influence of Human Resource Management Practices on Organisational Commitment: A Study of Manufacturing Organisations in Nigeria. Indian Journal of Commerce & Management Studies, 5(1), 18-28.

Johar, E. R., Nor, N. M., Hassan, R., & Musa, R. (2019). Examining the Effect of Motivation on the Influence of Human Resource Practices and Normative Commitment Among SMEs In Selangor. Asia-Pacific Management Accounting Journal, 14(1), 179-200. https://doi.org/10.24191/APMAJ.v14i1-09

Jones, D. C., Kalmi, P., & Kauhanen, A. (2010). How Does Employee Involvement Stack Up ? The Effects of Human Resource Management Policies on Performance in a Retail Firm. Industrial Relations, 49(1), 1-22. https://doi.org/10.1111/j.1468-232X.2009.00584.x

Kline, R. B. (2016). Principles and Practice of Structural Equation Modeling. New York: Guilford Press.

Kock, N., & Lynn, G. S. (2012). Lateral Collinearity and Misleading Results in Variance-Based SEM : An Illustration and Recommendations Lateral Collinearity and Misleading Results in Variance-. Journal of the Association for Information, 13(7), 546-580. https://doi.org/10.17705/1jais.00302

Latorre, F., Guest, D., Ramos, J., & Gracia, F. J. (2016). High commitment HR practices , the employment relationship and job performance: A test of a mediation model. European Management Journal, 34(4), 328-337. https://doi.org/10.1016/j.emj.2016.05.005

Lee, C.-C., & Chen, C.-J. (2013). The Relationship between Employee Commitment and Job Attitude and Its Effect on Service Quality in the Tourism Industry. American Journal of Industrial and Business Management, 3, 196-208. https://doi.org/10.4236/ajibm.2013.32025

Lin, S., Lin, J. S., & Lin, Y. (2012). Human resource management practices affecting organizational commitment : A study on CEO's transformational leadership. African Journal of Business Management, 6(22), 6575-6586. https://doi.org/10.5897/AJBM12.041

Ling, L., Qing, T., & Shen, P. (2014). Can training promote employee organizational commitment? The effect of employability and expectation value. Nankai Business Review International, 5(2), 162-186. https://doi.org/10.1108/NBRI-09-2013-0034

Lyons, P. (2009). Action theory and the training and performance application : performance templates. Industrial and Commercial Training, 41(5), 270-279. https://doi.org/10.1108/00197850910974811

Mabaso, C. M., & Dlamini, B. I. (2018). Total rewards and its effects on organisational commitment in higher education institutions. SA Journal of Human Resource Management, 16, 1-8. https://doi.org/10.4102/sajhrm.v16i0.913

Mahal, P. K. (2012). HR Practices as Determinants of Organizational Commitment and Employee Retention. The IUP Journal of Management Research, 11(4), 37-53.

Marin-garcia, J. A., & Tomas, J. M. (2016). Deconstructing AMO framework : A systematic review. Intagible Capital, 12(4), 1040-1087. https://doi.org/10.3926/ic.838

Merkle, D. M. (2008). Nonresponse Bias. In P. J. Lavrakas (Ed.), Encyclopedia of Survey Research Methods. Thousand Oaks, CA: Sage Publications, Inc.

Meyer, J. P., & Allen, N. J. (1991). A three-component conceptualization of organizational commitment. Human Resource Management Review, 1(1), 61-89. https://doi.org/10.1016/1053-4822(91)90011-Z

Mulolli, E., Islami, X., & Skenderi, N. (2015). Human Resource Management Practices and SMEs Performance: Study Based In Kosovo. International Review of Management and Business Research, 4(4), 1171-1180.

Munteanu, A. (2014). What Means High Performance Work Practices for Human Resources in an Organization. Annals of the University of Petrosani, Economics, 14(1), 243-250.

National SME Development Council. (2012). SME Master Plan 2012-2020. National SME Development Council, Kuala Lumpur. http://www.smecorp.gov.my/index.php/en/resources/2015-12-21-11-07-06/sme-masterplan/book/11-sme-masterplan-english/3-sme-masterplan

National SME Development Council. (2017). SME Annual Report 2017/2018. National SME Development Council, Kuala Lumpur.

Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2010). Human resource Management: Gaining a competitive Advantage. New York: McGraw-Hill/Irwin.

Nor, N. M., & Abdullah, F. (2020). The Relationships between Ability, Motivation and Opportunity (AMO) Model of High-Performance Work Practices (HPWP) and Organizational Performance on Millennials in MARA Headquarters , Kuala Lumpur: Mediated by Job Embeddedness. International Journal of Academic Research in Business and Social Sciences, 10(13), 62-72. https://doi.org/10.6007/IJARBSS/v10-i13/6889

Osa, I. G., & Amos, I. O. (2014). The Impact of Organizational Commitment On Employees Productivity: A Case Study of Nigeria Brewery, PLC. International Journal of Research in Business Management, 2(9), 107-122.

Podsakoff, P. M., MacKenzie, S. B., Lee, J. Y., & Podsakoff, N. P. (2003). Common Method Biases in Behavioral Research: A Critical Review of the Literature and Recommended Remedies. Journal of Applied Psychology, 88(5), 879-903. https://doi.org/10.1037/0021-9010.88.5.879

Poole, M. (1997). Responsibilities for human resource management practices in the modern enterprise. Evidence from Britain. Personnel Review, 26(5), 333-356. https://doi.org/10.1108/00483489710176039

PricewaterhouseCoopers. (2011). Millennials at work Reshaping the workplace. https://www.pwc.com/co/es/publicaciones/assets/millennials-at-work.pdf

Queiri, A., Yusof, W. F. W., & Dwaikatt, N. (2014). Generation-Y Employees' Turnover: Work-Values Fit Perspective. International Journal of Business and Management, 9(11), 199-213. https://doi.org/10.5539/ijbm.v9n11p199

Randstad. (2019). Malaysia 2019. Employer Brand Research. https://www.mdbc.com.my/wp-content/uploads/2019/08/Randstad-Malaysia-2019-Employer-Brand-Research.pdf

Rizzo, J. R., House, R. J., & Lirtzman, S. I. (1970). Role Conflict and Ambiguity in Complex Organizations. Administrative Science Quarterly, 15(2), 150-163. https://doi.org/10.2307/2391486

Saks, A. M. (2006). Antecedents and Consequences of Employee Engagement. Journal of Managerial Psychology, 21(7), 600-619. https://doi.org/10.1108/02683940610690169

Saunders, M. N. K., Thornhill, A., & Lewis, P. (2009). Research Methods for Business Students (5th ed). UK: Harlow, Essex : Pearson Education.

Schimansky, S. (2014). The Effect of a High-Commitment Work System on Innovative Behavior of Employees [Unpublished bachelor's thesis]. University of Twente.

Schyns, B., & Collani, G. Von. (2002). A new occupational self-efficacy scale and its relation to personality constructs and organizational variables. European Journal of Work and Organizational Psychology, 11(2), 219-241. https://doi.org/10.1080/13594320244000148

Shin, D., & Konrad, A. M. (2014). Causality Between High-Performance Work Systems and Organizational Performance. Journal of Management, 43(4), 973-997. https://doi.org/10.1177/0149206314544746

SME Corporation Malaysia. (2017). Annual Report 2017. https://www.smecorp.gov.my/images/SMEAR/SMEAR2017/ENG/FULL.pdf

Tabiu, A., Pangil, F., & Othman, S. Z. (2016). HRM Practices and Employee Performance: The Mediation Effect of Ability, Motivation and Opportunity. Asian Journal of Multidisciplinary Studies, 4(6), 130-136.

Vandenberg, R. J., Richardson, H. A., & Eastman, L. J. (1999). The Impact Of High Involvement Work Processes on Organizational Effectiveness. Group & Organization Management, 24(3), 300-339. https://doi.org/10.1177/1059601199243004

Voorhees, C. M., Brady, M. K., Calantone, R., Ramirez, E., & Brady, M. K. (2016). Discriminant validity testing in marketing : an analysis , causes for concern , and proposed remedies. Journal of the Academy of Marketing Science, 44(1), 119-134. https://doi.org/10.1007/s11747-015-0455-4

Wayne, S. J., Shore, L. M., Bommer, W. H., & Tetrick, L. E. (2002). The Role of Fair Treatment and Rewards in Perceptions of Organizational Support and Leader - Member Exchange. Journal of Applied Psychology, 87(3), 590-598. https://doi.org/10.1037//0021-9010.87.3.590

Wayne, S., Shore, L. M., & Liden, R. C. (1997). Perceived Organizational Support and Leader- Member Exchange : A Social Exchange Perspective. The Academy of Management Journal, 40(1), 82-111. https://doi.org/10.2307/257021

Whitener, E. M. (2001). Do "high commitment" human resource practices affect employee commitment? A cross-level analysis using hierarchical linear modeling. Journal of Management, 27, 515-535. https://doi.org/10.1016/S0149-2063(01)00106-4

Williams, B. (1978). A Sampler on Sampling. New York, NY: John Wiley & Sons.

Yu, J., & Cooper, H. (1983). A Quantitative Review of Research Design Effects on Response Rates to Questionnaires. Journal of Marketing Research, 20(1), 36-44. https://doi.org/10.1177/002224378302000105

Zakaria, N., Mohamed Zainal, S. R., & Nasurdin, A. M. (2011). Investigating The Role of Human Resource Management Practices On The Performance of SME: A Conceptual Framework. Journal of Global Management, 3(1), 80-98.

Zopiatis, A., Constanti, P., & Theocharous, A. L. (2014). Job involvement, commitment, satisfaction and turnover: Evidence from hotel employees in Cyprus. Tourism Management, 41, 129-140. https://doi.org/10.1016/j.tourman.2013.09.013

Downloads

Published

2021-12-17

How to Cite

Norzanah Mat Nor Arshad Ayub, Elaina Rose Johar, & Siti Murni Mat Khairi. (2021). The Study on Human Resource Practices and AMO Model and Its Impact on Employee Commitment among Gen Y SMEs Employees in Selangor, Malaysia. International Journal of Business and Society, 22(3), 1602–1622. https://doi.org/10.33736/ijbs.4324.2021