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Exploring possible trade-offs between organisational performance and employee well-being: the role of teamwork practices

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posted on 2023-06-09, 17:22 authored by Chidiebere Ogbonnaya
There is growing evidence linking teamwork practices to performance outcomes. However, critics have raised concerns that such outcomes are achieved at the expense of increased job demands and stress among workers. Using large data from a representative sample of British workplaces (N = 4,311 workers in 664 workplaces), this study explores the pattern of relationships between teamwork practices, organisational performance, and employee well-being. The study draws on a mutual gains model linking teamwork practices to organisational performance via affective commitment, and a conflicting outcomes model associated with high job demands and job-related anxiety. The study also examines an interactive outcomes model that integrates the mutual gains and conflicting outcomes models. The study reports evidence that the performance gains of teamwork practices may actually come at the cost of increased job demands and job-related anxiety. Nevertheless, these adverse outcomes tend to weaken at higher levels of affective commitment.

History

Publication status

  • Published

File Version

  • Accepted version

Journal

Human Resource Management Journal

ISSN

0954-5395

Publisher

Wiley

Department affiliated with

  • Management Publications

Research groups affiliated with

  • Future of Work Hub Publications

Full text available

  • Yes

Peer reviewed?

  • Yes

Legacy Posted Date

2019-03-26

First Open Access (FOA) Date

2021-06-19

First Compliant Deposit (FCD) Date

2019-03-25

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