ทฤษฎีความสามารถ แรงจูงใจ โอกาส: ความเป็นมาและพัฒนาการ


  • Yuttana Sae-Tieow Faculty of Business Administration, Kasetsart University
  • Nantawut Leeamornsiri Faculty of Agro-Industry, Kasetsart University


During the 1970s-1980s, the United States struggled to compete with foreign manufacturers. Several high performance work systems (HPWS) have been developed to address this issue, including the AMO-based HPWS. It proposes a guideline that has 3 components: ability, motivation, opportunity to participate. This practice is a solution to the problem of work design according to the Taylor concept, which results in people not applying ideas to their work. The AMO concept stands out from the others, that was previously presented in the clarity of the conceptual framework and can be proved empirically AMO is now recognized as an important theory in human resource research describing the relationship between human resource practices and performance of individuals to the organizational level. The AMO has continued to evolve with the addition of more human resource practices from its original concept and extends to explaining performance in many areas, including innovation results. In an era where human resource management focuses on knowledge and skills and contributes to the organization's innovation strategy. AMO theory will also play a key role in defining practices that align with organization direction.


Download data is not yet available.


Almutawa, Z., Muenjohn, N., & Zhang, J. (2015). Unlocking the black box of the conceptual relationship between HRM system and organizational performance. The Journal of Developing Areas, 49, 413-420.

Appelbaum, E., Bailey, T., Berg, P., & Kalleberg, A. L. (2000). Manufacturing Advantage: Why High Performance Work Systems Pay Off. Cornell University Press.

Bailey, T. (1993). Discretionary Effort and the Organization of Work: Employee Participation and Work Reform since Hawthorne. Institute on Education and the Economy, Teachers College, Columbia University.

Bailey, T., Berg, P., & Sandy, C. (2001). The Effect of High-Performance Work Practices on Employee Earnings in the Steel, Apparel, and Medical Electronics and Imaging Industries. ILR Review, 54 (2A), 525-543.

Beddow, H. (2021). Getting involved in innovation: how High-Involvement HRM practices support employee’s to be innovative. Human Resource Management International Digest, 29(5), 1-4.

Blumberg, M., & Pringle, C. D. (1982). The Missing Opportunity in Organizational Research: Some Implications for a Theory of Work Performance. The Academy of Management Review, 7(4), 560-569.

Bos-Nehles, A. C., Van Riemsdijk, M. J., & Kees Looise, J. (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.

Boselie, P., Dietz, G., & Boon, C. (2005). Commonalities and contradictions in HRM and performance research. Human Resource Management Journal, 15(3), 67-94.

Demortier, A.-L., Delobbe, N., & El Akremi, A. (2014). Opening the Black Box of HR Practices - Performance Relationship: Testing a Three Pathways AMO Model. Academy of Management Proceedings, 2014, 14932-14932.

Ferrarini, F., & Curzi, Y. (2022). AMO-enhancing practices, open innovation and organizations’ innovation in the European context: testing a mediation model. European Journal of Innovation Management, ahead-of-print.

Garmendia, A., Elorza, U., Aritzeta, A., & Madinabeitia-Olabarria, D. (2021). High-involvement HRM, job satisfaction and productivity: A two wave longitudinal study of a Spanish retail company. Human Resource Management Journal, 31(1), 341-357.

Guest, D. E. (1997). Human resource management and performance: a review and research agenda. The International Journal of Human Resource Management, 8(3), 263-276.

Haque, R., Azhar, S., Shaikh, S., Memon, Y., & Maitlo, Q. (2021). Role of AMO Framework, Knowledge Sharing, and Intra-Firm Value Co-Creation in Promoting Innovative Work Behavior. Indian Journal of Economics and Business, 20, 865-879.

Jiang, K., Takeuchi, R., & Lepak, D. P. (2013). Where do We Go From Here? New Perspectives on the Black Box in Strategic Human Resource Management Research. Journal of Management Studies, 50(8), 1448-1480.

Kaufman, B. (2001, 12/ 01). The Theory and Practice of Strategic HRM and Participative Management: Antecedents in Early Industrial Relations. Human Resource Management Review, 11, 505-533.

Kim, K. Y., Pathak, S., & Werner, S. (2015, 2015/ 09/ 01). When do international human capital enhancing practices benefit the bottom line? An ability, motivation, and opportunity perspective. Journal of International Business Studies, 46(7), 784-805.

Marin-Garcia, J. A., & Tomas, J. M. (2016). Deconstructing AMO framework: a systematic review. Intangible Capital, 12(4), 1040-1087.

Mehralian, G., Moradi, M., & Babapour, J. (2021). How do high-performance work systems affect innovation performance? The organizational learning perspective. Personnel Review, ahead-of-print.

Messersmith, J., Patel, P., Lepak, D., & Gould-Williams, J. (2011). Unlocking the Black Box: Exploring the Link Between High-Performance Work Systems and Performance. The Journal of applied psychology, 96, 1105-1118.

Nadler, D., & Tushman, M. (1988). Strategic Organization Design: Concepts, Tools, & Processes. Scott, Foresman.

Paauwe, J., & Boselie, P. (2005). HRM and performance: What next? Human Resource Management Journal, 15, 68-83.

Rehman, W., & Ahmad, M. (2015, 06/ 01). AMO framework and psychological empowerment: Conceptual model decoding the black box between HRM and innovative work behavior. Business Review: An IBA Journal, 10, 90-101.

Schuler, R. S., & Jackson, S. E. (1987). Linking competitive strategies with human resource management practices. Academy of Management Executive, 1(3), 207-219.

Seeck, H., & Diehl, M.-R. (2017, 2017/ 03/ 26). A literature review on HRM and innovation – taking stock and future directions. The International Journal of Human Resource Management, 28(6), 913-944.

Shahzad, K., Arenius, P., Muller, A., Rasheed, M. A., & Bajwa, S. U. (2019). Unpacking the relationship between high-performance work systems and innovation performance in SMEs. Personnel Review, 48(4), 977-1000.

Shin, S. J., Jeong, I., & Bae, J. (2018). Do high-involvement HRM practices matter for worker creativity? a cross-level approach. The International Journal of Human Resource Management, 29(2), 260-285.

Sober, E. (2002). What is the problem of simplicity? In A. Zellner, H. A. Keuzenkamp, & M. McAleer (Eds.), Simplicity, Inference and Modelling: Keeping it Sophisticatedly Simple (pp. 13-31). Cambridge University Press.

Vroom, V. H. (1964). Work and motivation (Reprint ed.). Wiley.

Wood, S. (2020). Human Resource Management–Performance Research: Is Everyone Really on the Same Page on Employee Involvement? International Journal of Management Reviews, 22(4), 408-426.




How to Cite

Sae-Tieow, Y., & Leeamornsiri, N. (2023). ABILITY MOTIVATION OPPORTUNITY THEORY : BACKGROUND AND EVOLUTION: ทฤษฎีความสามารถ แรงจูงใจ โอกาส: ความเป็นมาและพัฒนาการ. วารสารบริหารธุรกิจศรีนครินทรวิโรฒ: Srinakharinwirot Business Journal, 14(2), 144–157. Retrieved from https://ejournals.swu.ac.th/index.php/MBASBJ/article/view/15185