The Effect of HRM Practices Enhancing Employees’ AMO Framework on Constructive Deviant Behaviors: The Pivotal Roles of Psychological Empowerment and Empowering Leadership | ||||
| مجلة جامعة الإسکندرية للعلوم الإدارية | ||||
| Article 1, Volume 61, Issue 2, March 2024, Page 1-54 PDF (10.89 MB) | ||||
| Document Type: المقالة الأصلية | ||||
| DOI: 10.21608/acj.2024.348624 | ||||
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| Author | ||||
| Ghada Adel Atteya | ||||
| Associate Professor Business Administration Department Faculty of Business – Alexandria University Alexandria, Egypt | ||||
| Abstract | ||||
| This study aims at investigating the driving forces, mechanisms, and conditions upon which employees would engage in constructive deviant behaviors. Using the social exchange, the cognitive evaluation theories, and the norm of reciprocity, this study suggests that Human Resource Management (HRM) practices designed to enhance employees’ Abilities, Motivation, and enable favorable Opportunities (AMO framework) would be a catalyst for raising up those employees’ constructive deviant behaviors. Therefore, it focuses on determining how employees’ perceptions regarding different HRM practices may play an important role in increasing their constructive deviant behaviors; both directly and indirectly through the mediating effect of Psychological Empowerment (PE). The study also aims to detect the moderating role of Empowering Leadership style (EL) on the psychological empowerment-constructive deviant behaviors relationship. Using multiple regression analysis, on a convenient sample of 282 employees working in several private and governmental organizations in Alexandria, most of the study’s hypotheses were supported; where employees’ perceptions regarding HRM practices designed to enhance their AMO have positive total effects on constructive deviant behaviors. Furthermore, the results showed that those perceptions regarding HRM practices devoted to enhancing employees’ abilities have the most influencing impact on employees’ constructive deviant behaviors, followed by favorable opportunities, through the partial mediating role of psychological empowerment. While, not supporting the PE mediating role on the perceived HRM practices enhancing employees’ motivation-constructive deviant behaviors relationship. Importantly, it was also revealed that the empowering leadership style plays a moderating role in strengthening the psychological empowerment-constructive deviant behaviors relationship. | ||||
| Keywords | ||||
| HRM Practices Enhancing Employees’ AMO Framework; Psychological Empowerment; Constructive Deviant Behaviors; Empowering Leadership; Social Exchange Theory; and Cognitive Evaluation Theory (CET) | ||||
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