公司实施的另一种理论和模式是“能力-动力-机会理论”，该理论认为，在这方面，直线经理的表现完全取决于他们运用人力资源管理实践的能力。他们提供的动机以及相应的机会也会增强a – m – o理论的效果。我们看到，迪克在他的公司里运用了这三个特点，使其员工的能力得以实现。他激励他们在他的公司里创造员工友好的文化，以达到他们的最佳能力。他最终为这个员工和整个社会创造了机会。由于该公司实施了这个模式，它也得到了员工和社会收益的巨大承诺的回报。因此，在这一背景下应用的理论和模型是人力资本理论和能力-动力-机会理论，它批判了哈伯德食品公司在公司的人力资源管理战略(Walker,1992)。
Another theory and model implemented by the company is the Ability- Motivation-Opportunity theory which states that the line manager’s performance in this respect totally depends on their abilities to apply HRM practises. Also the motivation provided by them and correspondingly the opportunities provided would enhance the effect of the A-M-O theory. We see that Dick applied these entire three characteristics manifold at his firm by enabling the ability of its workers. He motivated them to perform to the best of their capabilities by creating an employee friendly culture at his firm. He finally produced opportunities for this employees and the society in general. Since the firm implemented this model, it was also reciprocated by immense commitment of the employees and societal gains. Thus the theory and model applied in this context are the human capital theory and the Ability-Motivation-Opportunity theory which critically assesses Hubbard Food Company’s human resource management strategy applied at the firm (Walker, 1992).