NUR329 Public Health Promotion Online Tutoring

Mediating and moderating effects of social and relational factors on employee’s attitudinal and behavioral loyalty

⦁ Introduction

While existing research on human resource management (HRM) has long established the impact of a bundle of HRM practices on individual and organizational performance, there are calls for identifying other mechanisms or uncover other factors in the ‘performance black box’ to explain these linkages (Purcell, 2003). This research will focus on how through a bundle of HRM practices that are aimed at increasing the ability, motivation and the opportunity (or the AMO approach) to apply their skills, in the presence of social and relational factors at work can have an impact on employee level outcomes such as intention to quit and employee commitment. To this end, this study will focus on the key moderating and mediating factors that come into play in explaining the relationship between ability-, motivation- and opportunity-enhancing practices and employee attitudes and behaviors. In examining the above relationship, specifically, this research considers the mediating role of relational coordination, and the moderating role of democratic leadership and trust in highly interdependent service workplace contexts (Dirks & Ferrin, 2001; Innocenti, Pilati & Peluso, 2011). The research will be undertaken in the Saudi Arabian health care context, as first, from a practical perspective, the student researcher has access to data collection in the above research settings and second, theoretically, this is a service context that requires high levels of interdependence and coordination between different workers for delivering high-quality medical care to patients, which in turn depends upon the commitment and retention of qualified staff that is thought to be influenced by a range of ability-, motivation- and opportunity-enhancing practices. Therefore, this research’s focus on the above moderating and mediating variables is timely and relevant. Furthermore, the review of literature highlights a paucity of studies examining the relationship between the above variables, especially in context of Saudi Arabia.
Organizations employ different sets of human resource management (HRM) practices to improve individual (DeNisi & Smith, 2014) and firm-level performance outcomes (Combs, Liu, Hall, & Ketchen, 2006). Owing to equivocal nature of the findings and following meta-analyses of individual and unit level performance drivers, scholars have substantiated that behavioral outcomes are dependent more on employees (e.g. DeNisi & Smith, 2014; Jiang, Lepak, Jia, & Baer, 2012) and have called for further examination of enabling mechanisms or mediators (Boxall et al., 2016) for unlocking the ‘performance black-box’ at individual level is desirable (Purcell, 2003). Employee-centred HRM research focuses on the exploration of individual performance outcomes, as well as behavioral and attitudinal outcomes of a system of HR practices (Boxall et al., 2016).
The AMO model is an established approach for analyzing these relationships. Specifically, identifying the shortcomings in the ability (A), motivation (M) and opportunity (O) – or what is popularly referred to as the AMO framework – Boxall et al (2016: p. 104) note that, “we must pay better attention to the ‘O’ variable”, as opportunity (O) enables employees to achieve individual and unit performance outcomes in a range of contexts. To this end, Boxall et al. (2016) see the role of mediators as ‘theoretical bridges’ that help explain the findings in the presence or absence of certain factors. Others have acknowledged the importance of additional social and relational factors in explaining unit-level and individual-employee outcomes, such as employee motivation, knowledge-sharing behaviors, intention to quit, job satisfaction and commitment (Andreeva & Sargeeva, 2016; Liao, Toya, Lepak, & Hong, 2009; Siddique, Proctor & Gittell, 2019). Understanding the influence of relational coordination is critical where the degree of task interdependence is high (Gittell, 2000, 2001, 2002; Gittell et al., 2000, 2008, 2010; Siddique et al., 2019). In such contexts, the abilities and motivation of employees matter most when they have the opportunity to apply their knowledge and skills in an organization’s social and relational environment, which comprises of variables, such as work climate, leadership style, manager and co-worker support, relational coordination and interpersonal trust (Gittell, 2000; Dirks & Ferrin, 2002; Mooradian et al., 2006). Most research on relational coordination, employing the AMO framework has tended to focus on business and unit level outcomes. Barring few studies examining the impact of relational coordination on individual outcomes of job satisfaction (Gittell et al., 2008), burnout and employee engagement (Gittell et al., 2020), psychological safety and learning from failures (Carmeli & Gittell, 2010), a number of attitudinal and behavioral outcomes such as commitment and intention to quit remain largely unexplored. These proximal employee outcomes are especially critical as in tasks where interdependence is high and the relational coordination is weak. As such, in these contexts, one can expect low levels of employee commitment and high levels of intentions to quit.
Building on the above-identified gaps and focusing more on the ‘O’ in the AMO framework, this research contributes to the literature by specifically reflecting on the association of opportunity dimension of AMO on individual-level outcomes of commitment and intention to quit. Second, by focusing on the opportunity and social contextual factors, such as the mediating role of relational coordination (and the moderating effects of democratic leadership and trust this study will contribute significantly to the literature AMO, especially how opportunity and social and relational factors can have a significant impact on individual employee outcomes.
To this end, the aims of this research is to analyze the impact of each of A, M and O dimensions on employee attitudinal and behavioral outcomes by focusing on mediating effects of relational coordination and the moderating roles of trust and democratic leadership. Although there is evidence that supports that the key dimensions of the AMO framework are associated with behavioral and attitudinal outcomes of employees, there is limited research on the how other social and relational workplace contextual factors impacts these outcomes. Thus, the construct of relational coordination holds substantial promise as it posits that through relational coordination employees’ behavioral and attitudinal outcomes can be affected (Jiang et al., 2012; Gittell, 2000; Gittell, 2001).
The importance of social relationships indicate that employees do not function well in isolation and that they rely on coordinated relationships for effective individual and business level outcomes (Gittell et al., 2008a; Gittell et al., 2008b).To this end, the construct of interpersonal trust is also regarded as an important factor influencing employees’ behavioral and attitudinal outcomes. Even when employees have low levels of ability, motivation and opportunity, but experience higher levels of trust from their managers, this enhances reciprocity in the relationship and leads to positive behavioral and attitudinal outcomes of employees (Innocenti, Pilati & Peluso, 2010). Based on the above, the following research questions are the posed:
RQ1. Are there differences in the association between AMO dimensions of ability-, motivation- and opportunity-enhancing practices on employees’ attitudinal and behavioral outcomes?
RQ2: To what extent does democratic leadership and trust moderate, and relational coordination mediates the relationship between AMO dimensions and employees’ attitudinal and behavioral outcomes?

2.0 Literature Review and Study’s Hypotheses.
2.1 Impact of Ability, Motivation and Opportunity on employees’ attitudinal outcomes

Boselie (2010) found that individual employees were willing be more committed when they were given the opportunities to develop their abilities, to participate when sufficiently motivated. Bos‐Nehles et al. (2013) found that when knowledge-oriented workers when they are offered the opportunity to implement their knowledge and abilities for getting a specific job done, they tend to feel valued and develop commitment towards their job (Avey, Wernsing & Luthans, 2008). These employees feel obligated and they make an effort to reciprocate this through positive attitudes towards the organization. It has been highlighted by Rhee & Dul (2018) that when employees are motivated through intrinsic and extrinsic rewards, then they are likely to portray positive attitudes at the workplace, indicating that motivation (M) leads towards the development of positive employee attitudes. For instance, as mentioned in the study of Hoogeveen (2012) when healthcare staff were effectively motivated by management, they developed a high commitment towards their work.
It was further found from review of literature that employee development, such as skills training, general training, and task enrichment and employee involvement factors, such as job autonomy and participation in decision making are important factors in enabling the organization to foster positive behavior and attitudes of employees (Obeidat et al., 2016). The research further indicates that when employees receive environment that further nourishes their abilities (A), then they are likely to posit positive behavior and attitudes.
Similarly, Cennamo & Gardner (2008) found that when employees are provided enough flexibility by the organization to utilize their skills and experiences for performing specific actions with effectiveness, then workers will more likely be committed and loyal towards their work. This study provides support for the importance of opportunity (O) in defining the positive behavioral and attitudinal outcomes of employees.
A recent review found that when a work environment does not provide necessary and adequate opportunities to an employee, both his/her abilities or motivation may become meaningless. The opportunity might be in the form the empowerment of employees, provision of authority to employees and flexibility to perform their job related tasks. When employees are provided a supportive work environment, then results are more likely witnessed in the form of enhanced employee motivation as well as developed skills and abilities of employees (Obeidat et al., 2016).
Investment in people enhances their work engagement and often leads to their better employee performance, indicating that opportunity, ability and motivational work environment are keys for enhancing positive attitudes and behaviors of employees (Cruess, Cruess & Steinert, 2016). This association can be justified by the notion that organizations which assure the provision of skills and motivation for employees and provide those opportunities for utilization of these abilities and skills, are more likely to enhance employees’ commitment, indicating a positive employee attitude (Avey, Wernsing & Luthans, 2008). This leads to the following hypotheses
H1a: There is a positive relationship between Ability and employee commitment
H1b: There is a positive relationship between Motivation and employee commitment
H1c: There is a positive relationship between Opportunity and employee commitment

2.2 Association between Ability, Motivation and Opportunity and employees’ behavioural outcomes

According to the AMO framework, the employees’ extra-role behavioral pattern is contingent upon their perceptions of their supervisor’s people-management activities. These people-management activities are the potential to impact the employees’ abilities, motivation and opportunities to perform in their respective jobs (Knies & Leisink, 2013). This observation is especially applicable in the healthcare sector, where a survey of frontline elderly care workers found that the effect of people-management on employees’ behavior and on employee well-being is frequently and (at least) partly mediated by three elements present in the AMO model; that is, ability, motivation and opportunity (Hoogeveen, 2012). The study found that both the abilities dimension and motivation dimension directly impacted upon the behavior of the frontline elderly care workers whereas the opportunities dimension was (at least) partly suggested be mediated by abilities on several occasions. Moreover, it was found that when it came to employee wellbeing, both opportunities and motivation had a direct influence.
Luna‐Arocas and Camps (2008) found that the willingness of individuals to continue a specific job is mainly high, when individuals are able and motivated to perform, and they are also given ample opportunities to implement their skills and abilities on respective jobs. Ang et al. (2013) found such evidence in their study where they stated that when skilled and qualified nurses are sufficiently motivated and are offered opportunity to perform; their job satisfaction becomes high, and eventually they are unlikely to quit from their jobs. On the contrary, absence of AMO dimensions is potential to create dissatisfaction and discontentment among employees and thus may lead to developing tendencies to quit.
The above discussion prompts to formulate the following hypotheses
H2a: There is a negative relationship between Ability and employees’ intention to quit
H2b: There is a negative relationship between Motivation and employees’ intention to quit
H2c: There is a negative relationship between Opportunity and employees’ intention to quit

2.4 Association of Ability, Motivation and Opportunity with Relational Coordination

The nature of the social and relational context in a workplace is likely to play substantial role in influencing employees’ attitudinal and behavioural outcomes. This research incorporates the relatively underexplored role of relational coordination to understand the nature of association among the members of organizations (Gittell, 2000; Gittell, 2001; Gittell, 2002) regarding their relationship with the work system as well as with the employees, such that they are engaged in enhancement of coordination with each other (Gittell, Seidner and Wimbush, 2010; Gittell et al., 2008a). Relational coordination can be defined as the mutually reinforcing process of communication that takes place among members of organizations with the purpose of task fulfilment as well as integration. The notion of relational coordination is employee-employee relationship and thus it allows enhanced level of coordination among employees. The construct of relational coordination can be better studied through the lens of social capital perspective of organization, which focuses on development of engaging association among members of organization (Gittell et al., 2000; Gittell et al., 2020). The enhancement of social capital allows the sharing of knowledge and resources amongst members of organization, thus fostering performance of employees and of organization. The construct of relational coordination has been characterized through multiple dimensions encompassing; frequency of communication among employees, appropriateness of communication in terms of time, extent to which communication can solve problems and the extent to which shared knowledge, shared goals and mutual respect form the basis of employee-employee relationship (Gittell et al., 2008a; Gittell et al., 2008b).
The antecedents of relational coordination are mainly linked with practices of management, as well as working environment of the organization. It has been highlighted in the study of Hoogeveen (2012) that in the presence of ability, motivation and opportunity; employees tend to develop positive relationship towards the work system as well as with each other. The provision of skills and ability developing opportunities enable the employees to reciprocate in the form of strong mutual coordination with each other. Likewise, motivated workers are better able to share the knowledge and resources with each other, such that they might contribute towards overall wellbeing of the organization. Finally, when employees receive effective and better opportunities to implement their knowledge and skills at workplace, then they begin to share their knowledge with each other, leading to higher level of relational coordination. These evidences lead to formulation of hypotheses 3a, 3b and 3c.
H3a: There is positive relationship between Ability and relational coordination.
H3b: There is positive relationship between Motivation and relational coordination.
H3c: There is positive relationship between Opportunity and relational coordination.

2.5 Mediation of Relational Coordination

The outcomes of relational coordination are both employees based as well as organization based. It has been noted by Gittell & Logan (2015) there exists task interdependence within organization and relational process is crucial for defining the employees’ related outcome. The association is witnessed for both task as well as contextual performance of employees, indicating that relational coordination leads to positive behaviour and attitudes of employees (Gittell et al., 2008b).
The notion of relational coordination states that when coordination occurs among employees through shared goals and knowledge, through high quality communication and is based on mutual respect, then the outcomes are likely to be witnessed in the form of positive outcomes of organization (Jiang et al., 2012). The aspect of reciprocity norms enables open communication among employees, making them more comfortable at work and fostering their positive behaviors and attitudes at work (Jiang et al., 2012). The association of relational coordination has widely been explored in literature with constructs of organizational citizenship behaviour, job satisfaction as well as turnover intentions of employees (Hyde et al., 2013). This is based on the notion that when employees develop sharing association with co-workers, they tend to be satisfied at work and thus are more likely to develop citizenship behavior, along with lowering the intentions to leave specific organization (Jiang et al., 2012). Therefore, it can be mentioned that when organization will foster AMO factors (ability, motivation and opportunity), then the presence of relational coordination will further positive attitudes and behaviour of employees. This leads to the following hypotheses:
H4a: Relational coordination mediate the relationship between Ability and employee commitment.
H4b: Relational coordination mediate the relationship between Motivation and employee commitment.
H4c: Relational coordination mediate the relationship between Opportunity and employee commitment.
H5a: Relational coordination mediate the relationship of Ability with intention to quit.
H5b: Relational coordination mediate the relationship of Motivation with intention to quit.
H5c: Relational coordination mediate the relationship of Opportunity with intention to quit.

2.5 Moderation of Democratic Leadership style on association of AMO dimensions with attitudinal and behavioral outcomes of employees

Attitudes are based on psychological state of mind, while behaviors are action oriented which are tailored through particular stimuli (Nishii, Lepak & Schneider, 2008). Both attitudinal (such as commitment) and behavioral outcomes (e.g intention to quit) can largely affect the performance related outcomes of organization. Likewise, evidence from the health care sector suggests that employees’ attitudes and behaviour are crucial for assuring performance excellence of staff (Asrar-ul-Haq & Kuchinke, 2016). Therefore, enhancement of positive behaviour and attitudes is considered as core issue and managerial and leadership style plays important part in this regard.
In particular, democratic leadership style, which is recognized as participative leadership style allows an opportunity to followers to participate in decision-making (Woods, 2004). The democratic style of a leader is considered to enhance the motivation of employees, which enables them to work harder within a specific job role (Iqbal, Anwar & Haider, 2015). It has been noted that when democratic leaders foster employee motivation, then results are witnessed in the form of enhanced commitment of workforce and improved engagement (Nishii, Lepak & Schneider, 2008). The literature has indicated that democratic leadership plays a moderating role in fostering the relationship of AMO with employee attitude (Avey, Wernsing & Luthans, 2008). For instance, when employees’ abilities are developed, they are motivated and are offered opportunity to take part in decision making then they develop positive attitudes towards job role as well as towards organization (Asrar-ul-Haq & Kuchinke, 2016). In the presence of democratic leadership, the effect of AMO on employee attitudinal outcomes is furthered, such that employees tend to be more committed towards their work and they also develop citizenship behavior for their organization (Iqbal, Anwar & Haider, 2015). It can be justified by the fact that the leader offers a chance of participation to workers and they are likely to develop positive attitudes towards their job (Asrar-ul-Haq & Kuchinke, 2016). Moreover, the evidence obtained from healthcare setting states that nursing and other health care staff develop an urge of active participation based on employee empowerment, which is often enabled through democratic leadership (Avey, Wernsing & Luthans, 2008).
In addition to this, the moderation of democratic leadership style has also been considered on relationship of employees’ attitudes and employees’ behaviour (İnce, 2018). It has been largely agreed in literature that connection between employee attitudes and employee behavior is identifiable, given that positive attitudinal outcomes are substantially linked with positive behavioural outcomes (Podsakoff, Ahearne & MacKenzie, 1997). On the other hand, when employees have negative attitudes in the form of lower level of commitment or lack of citizenship behaviour, then they are tend to be dissatisfied with their job and are most likely develop intention to quit (Cruess, Cruess & Steinert, 2016). The adoption of democratic leadership style is thus linked with enhancement of positive attitudes among employees, which are consequently associated with positive behavioural outcomes of workforce (İnce, 2018).
The literature investigation has indicated that all three dimensions of AMO have been offered equal attention while investigating the role of leadership style in defining employee attitudes and behaviors (İnce, 2018). For instance, it was noted that a democratic leader is better able to nurture the skills and abilities of its employees, provides better prospects of employee motivation and is willing to offer them discretion for performing specific work (Cruess, Cruess & Steinert, 2016). It indicates that democratic leadership style plays important part in shaping the role of AMO for fostering employee attitudes and behavioural outcomes.
H6a: Democratic leadership style moderates the relationship between Ability and employee commitment, such that the relationship is stronger when leaders exhibit a democratic leadership style.
H6b: Democratic leadership style moderates the relationship between Motivation and employee commitment, such that the relationship is stronger when leaders exhibit a democratic leadership style.
H6c: Democratic leadership style moderates the relationship between Opportunity and employee commitment, such that the relationship is stronger when leaders exhibit a democratic leadership style.
H7a: Democratic leadership style moderates the relationship between Ability and employees’ intention to quit, such that the relationship is stronger when leaders exhibit a democratic leadership style.
H7b: Democratic leadership style moderates the relationship between Motivation and employees’ intention to quit, such that the relationship is stronger when leaders exhibit a democratic leadership style.
H7c: Democratic leadership style moderates the relationship between Opportunity and employees’ intention to quit, such that the relationship is stronger when leaders exhibit a democratic leadership style.

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