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

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