Purpose: The AMO framework has been widely accepted in HRM literature for explaining the linkage between human resources practices and performance. However, it remains unclear whether this model has been fully demonstrated or not. Hence, we propose a systematic review that aims at identifying those investigations that have thoroughly tested the model, as well as the approaches used by them.Design/methodology/approach: Systematic literature review, filtering scientific papers published in journals indexed in Scopus, Web of Science or Google Scholar, from the year 1993 to 2016, in the field of Social Sciences and Humanities with research that indirectly apply the AMO model in their analysis.Findings: AMO model is an excellent and structured framework that provides a better understanding of the relationship between HRM and performance. Moreover, the effectiveness of the model's proposal appears to be beyond doubt. In fact, a well trained and skilled employee will perform better, and a motivated worker will be ready to "go the extra mile". Likewise, if the work environment does not provide adequate opportunities, both abilities and motivation might become meaningless. However, we consider that many other factors could influence the positive effects of HPWS. As a matter of fact, not only contextual factors, but also individual beliefs, personal affinities, or personal circumstances (among others) might affect the implementation of these practices and the subsequent outcomes. For this reason, we consider that developing an HRM model that perfectly fit any situation is a very complicated, if not impossible, task.Research limitations/implications: The results show a significant variability in both research approaches and variables taken into consideration. In addition, it seems that little research has been conducted to verify the AMO model directly. Therefore, we consider that there is a great need to study the model from a more systematic perspective. A thorough understanding of the model could lead to a better understanding of the problems that organizations face when implementing human resource practices.Originality/value: Our study shed light on some aspects of the AMO framework within the HRM context. Specifically, we aimed to identify whether or not it is possible to confirm the model as it was originally proposed. We also find out which HR practices and measures of performance were considered across investigations, to define a standard approach.

Purpose: To determine the degree of use of some of the most representative lean production (LP) practices in the Spanish ceramic tile industry, their relationship with plant size and their effect on the operational performance of the companies in the sector. Design/methodology/approach: We developed a questionnaire for data collection. Findings are presented from 76 companies (79.17% of the total sample) that specialise in single firing ceramics. Findings: In sector under study, there is one set of practices that have as yet scarcely been implanted (group technology, kanban, reduction of set-up time, multi-function employees and visual factory) and another set whose use is fairly widespread (standardisation of operations, total productive maintenance and quality controls). The degree of their respective use depends on a firm's size. Very few correlations appear between the degree of use of any specific LP practice in isolation and the operational indicators. Research limitations/implications: For certain variables we found very little variation between the firms in our samples. Moreover many firms did not have available the data needed for calculating capacity utilisation, and hence we have not been able to check its effects in our analysis. Practical implications: We present data for reflecting on the application of different LP practices in isolation and on the impediments limiting the use of some of them in the sector. Value of paper: We extend the work of other researchers by focusing on a sector and a country that have been very little studied up till now. The sample consists of a set of firms that are fairly homogeneous; this facilitates analysing the relationships between the selected variables while keeping other variables controlled

Purpose – The first goal of this research is to analyse the effects of lean production (LP) on the policy of human resource management (HRM). The second is to determine whether or not implementation of HRM practices associated with LP explains the differences in organizational performance between manufacturing plants. Design/methodology/approach – The paper developed a questionnaire for data collection. Findings are presented from 76 establishments (79.17 per cent of the total sample) that specialise in single-firing ceramic tiles in Spain. Findings – Companies that make the most of LP practices are also those that take care to train workers in using these practices as well as improving their employment security. However, the same is not true for the pay for performance system. The combination of LP with HRM practices reduces inventory and boosts productivity but does not appear to affect the other performance variables analysed. Research limitations/implications – For certain variables very little variation was found between the plants in the samples. The data are cross-sectional, so causality cannot be definitively determined. Practical implications – This paper indicates the HRM practices associated with the LP and the results obtained. It can thus be used to help human resource and production departments in improving organizational performance. Originality/value – The paper extends the work of other researchers by focusing on a sector and a country that have been very little studied to date. The sample consists of a set of plants that are fairly homogeneous, which facilitates the analysis of the relationships between the selected variables, while keeping other variables controlled.