AMO and Conceptual Models for Public Sector HRM

AMO and Conceptual Models for Public Sector HRM

Introduction

Public sector management trends have attracted great significance from business management analysts for the last 30 years, with more attention being directed towards managing public sectors from a business point of view (Vermeeren 718). In management theory, tasks and objectives in an organization need to be executed and achieved through other people’s efforts. Vermeeren (718) further illustrates that the concept behind Human Resource Management (HRM) is based on this principle. Labour is highly intensive when it comes to public services, and this necessitates maximum utilization of people to attain goals (Vermeeren, 718). Vermeeren (718) postulates that general industry shall, therefore the central focus for developing efficient HRM, transforming traditional Public segment systems into New Public Management (NPM).

Over the years, HRM research has always endeavoured to comprehend the HRM’s association with the company’s performance (Vermeeren 718). Vermeeren (718) also points out that initially, the research focused on individual personnel or instrumental approach to assessing the organization’s potential. However, HRM research is geared toward a system approach in recent times whereby the organization’s results are given the top priority (Vermeeren 718). Traditional HR research models are based on Ability, Motivation, and Opportunity (Vermeeren 718). Vermeeren (719) breaks down this further into ability-enhancing, motivation-enhancing and opportunity-enhancing to further articulate HR performance.

HRM Enactment in Public Sector

Vermeeren measured the relationship between HRM and public division performance applicable to the Netherlands (Vermeeren 720). Vermeeren’s Theoretical Framework was based on the already studied AMO model, only that in this research, employee behaviour and attitudes were the centres of interest (Vermeeren 720). According to Vermeeren (721), the AMO model is linked directly to the organization’s performance. Still, more emphasis is also placed on disintegrating the three sections of the model into more measurable and in-depth sub-divisions.

Quantification of performance is then broken down into two dimensions: economic rationality and relational rationality (Vermeeren 722). The old public HR system has been applying economic rationality (purely AMO model) while underutilizing relational rationality, a mistake that Vermeeren insists should be rectified (Vermeeren 722). Because the former is based on competitive advantage while the former incorporates social equity and service for all (Vermeeren 722). Vermeeren (724) proposes a more structured and performance-based conceptual model and links it to the AMO model. The primary organizational outcomes become effectiveness, efficiency, and fairness (social equity), while the main HRM result is job satisfaction (Vermeeren 724).

Conclusion

In conclusion, HRM in Public sectors should foster their services to consider one side of the economy and include the vulnerable to ensure social equity. This article has shown that connecting the conceptual model with the AMO model would yield better performance in public service delivery.

Works Cited

Vermeeren, Brenda. Influencing Public Sector Performance: Studying the Impact of Ability, Motivation, and Opportunity – Enhancing Human Resources Practices on Various Performance Outcomes in The Public Sector. International Review of Administrative Sciences 2017, Vol. 83(4) 717–737. DOI: 10.1177/0020852315591642. Erasmus University Rotterdam, The Netherlands. 2015. journals.sagepub.com/home/ras