Driving Employee Engagement: Examining the Synergy of Ability, Motivation, and Opportunity-Enhancing Practices

Pub Date : 2024-06-01 DOI:10.14207/ejsd.2024.v13n2p182

Elaina Rose Johar, Nadzirah Rosli, Noor Faezah Juhari, Siti Murni Mat Khairi, Norzanah Mat Nor

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Abstract

This study investigates how human resource practices, specifically focusing on ability, motivation, and opportunity practices, effect employee engagement in the Malaysian context. The research involved surveying 154 employees in the service sector in the Klang Valley, Malaysia. Structural equation modelling was utilized for data analysis. Drawing from the Ability, Motivation, and Opportunity (AMO) theory, the results indicate that intrinsic motivation and opportunity practices significantly enhance employee engagement. However, practices related to ability and extrinsic motivation show no effect. The findings suggest that leaders should prioritize offering skill development opportunities and attractive rewards to encourage active employee engagement. Moreover, human resource policies and procedures should align with these objectives to enhance the value of human capital, achieve organizational objectives, and enhance employee well-being. This study emphasizes the critical importance of AMO practices in significantly boosting employee engagement levels. Keywords: employee engagement, AMO practices, PLS-SEM

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推动员工参与：考察能力、动机和机会提升实践的协同作用

本研究调查了人力资源实践，特别是以能力、动机和机会为重点的实践，如何影响马来西亚员工的敬业度。研究对马来西亚巴生谷服务行业的 154 名员工进行了调查。数据分析采用了结构方程模型。根据能力、动机和机会（AMO）理论，结果表明内在动机和机会实践能显著提高员工敬业度。然而，与能力和外在动机相关的实践则没有显示出效果。研究结果表明，领导者应优先提供技能发展机会和有吸引力的奖励，以鼓励员工积极参与。此外，人力资源政策和程序应与这些目标保持一致，以提高人力资本的价值、实现组织目标并增进员工福利。本研究强调了 AMO 实践在显著提高员工敬业度方面的极端重要性。关键词：员工敬业度、AMO 实践、PLS-SEM

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