Research output: Contribution to Journal/Magazine › Journal article › peer-review
Research output: Contribution to Journal/Magazine › Journal article › peer-review
}
TY - JOUR
T1 - Job satisfaction and team work: the role of supervisory support
AU - Griffin, Mark A
AU - Patterson, Malcolm G
AU - West, Michael
PY - 2001/8
Y1 - 2001/8
N2 - The link between teamwork and job satisfaction was investigated in a sample of 48 manufacturing companies comprising 4708 employees. Two separate research questions were addressed. First, it was proposed that supervisor support would be a weaker source of job satisfaction in companies with higher levels of teamworking. Multilevel analysis indicated that the extent of teamwork at the company level of analysis moderated the relationship between individual perceptions of supervisor support and job satisfaction. Second, it was proposed that the extent of teamwork would be positively related to perceptions of job autonomy but negatively related to perceptions of supervisor support. Further, it was proposed that the link between teamwork and job autonomy would be explained by job enrichment practices associated with teamwork. Analyses of aggregated company data supported these propositions and provided evidence for a complex mediational path between teamwork and job satisfaction. Implications for implementing teamwork in organizations are discussed.
AB - The link between teamwork and job satisfaction was investigated in a sample of 48 manufacturing companies comprising 4708 employees. Two separate research questions were addressed. First, it was proposed that supervisor support would be a weaker source of job satisfaction in companies with higher levels of teamworking. Multilevel analysis indicated that the extent of teamwork at the company level of analysis moderated the relationship between individual perceptions of supervisor support and job satisfaction. Second, it was proposed that the extent of teamwork would be positively related to perceptions of job autonomy but negatively related to perceptions of supervisor support. Further, it was proposed that the link between teamwork and job autonomy would be explained by job enrichment practices associated with teamwork. Analyses of aggregated company data supported these propositions and provided evidence for a complex mediational path between teamwork and job satisfaction. Implications for implementing teamwork in organizations are discussed.
U2 - 10.1002/job.101
DO - 10.1002/job.101
M3 - Journal article
VL - 22
SP - 537
EP - 550
JO - Journal of Organizational Behavior
JF - Journal of Organizational Behavior
SN - 0894-3796
IS - 5
ER -