(„amo framework“ OR „amo model“ OR „amo theory“) („HRM“ OR „human“) (bailey) – Different behavioural theories from disciplines such as psychology or organizational behaviour. For example, the theory of expectations (Vroom, 1964), the theory of planned behaviour or the theory of values and attitudes (Triandis, 1980), all cited in Hughes (2007). Medina-Lépez, C., Maria-Garcéa, J.A., – Alfalla Luque, R. (2010). Una propuesta metodol-gica para la realizacién de b`sistméticas de bibliografa (Ein methodischer Vorschlag f-r die systematische Literatur-berpr-fung). WPOM, 1 (2), 13-30. Viewed by: dialnet.unirioja.es/descarga/articulo/4787162.pdf.ndialnet.unirioja.es/servlet/extart?codigo=4787162 dx.doi.org/10.4995/wpom.v1i2.786 Social exchange theory (Blue, 1964) cited in (Boselie, 2010; Demortier et al., 2014; Kroon et al., 2013), defends the relationship between the organization and its employees as an exchange of mutual investments. This theory suggests that subjective perceptions of the costs and benefits of this relationship may influence employee performance (Choi, 2014). Einsenberger, Huntington, Hutchison and Sowa (1986), quoted in (Choi, 2014; Knies – Leisink, 2014) broadened this theory by explaining that these perceptions could be influenced by workplace practices and policies, which could improve staff sentiment to compensate for organization through appropriate behaviours.

The concept of explaining these subjective perceptions (which in turn explains the involvement of employees in an organization) is perceived organizational support (POS) (Knies – Leisink, 2014). High-performing work practices should send positive messages to employees and increase their willingness to do their jobs better (Boselie, 2010; Godard, 2000). These positive messages are also referred to as „signal“ (Bowen- Ostroff, 2004; Ehrnrooth – Bjorkman, 2012), who suggest that HRM systems send messages to employees who, in turn, direct their efforts towards the organization`s goals. Indeed, the perceived availability of flexibility practices will improve the motivation and performance of staff. The reason is that they will observe the positive signals of an organization that deals with their work-life balance (Bal -De Lange, 2015). Boxall, P., MacKy, K. (2009). Research and theory on high-performance work systems: the progress of high participation flow. Human Resource Management Journal, 19 (1), 3-23. dx.doi.org/10.1111/j.1748-8583.2008.00082.x-Stipendiaten looked at the AMO framework from three different angles: multiplier, summing and combinatory.

In the meantime, they did not agree on which of these perspectives would better explain the interaction between capacity, motivation and dimensions of opportunities. Indeed, it is possible that the dimensions of the AMO combine differently depending on the level of analysis (Kim et al., 2015). In addition, some authors argue that the exact relationship between the three dimensions of the AMO is still unknown to this day (Knies – Leisink, 2014). Similarly, other authors point out that either the model has never been fully empirically tested or the three dimensions have been empirically validated only independently (Demortier et al., 2014). As part of our review protocol, we have identified several theoretical frameworks that complement the AMO model or offer another perspective to explain the link between human resource management and performance.