Teamwork, skill development and employee welfare

Gallie, Duncan, Zhou, Ying, Felstead, Alan ORCID: https://orcid.org/0000-0002-8851-4289 and Green, Francis 2012. Teamwork, skill development and employee welfare. British Journal of Industrial Relations 50 (1) , pp. 23-46. 10.1111/j.1467-8543.2010.00787.x

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Abstract

There has been a sharp divergence in the literature about the benefits of teamwork. Some have claimed that it is solely in the interests of management, others that it is beneficial for employees and yet others that it makes little difference to either productivity or well-being. This article draws upon the British Skills Survey Series. It shows that while teamwork did expand between the early 1990s and 2006, this was due primarily to the growth of the type of teamwork that allowed employees little in the way of decision-making power. Indeed, there was a decrease in the prevalence of self-directive teamwork. At the same time, our evidence shows that the benefits of teamwork, in terms of both enhancing work motivation and employee welfare, are confined to self-directive teams, while non-self-directive teams suppress the use of personal initiative and discretion at work.

Item Type:	Article
Date Type:	Publication
Status:	Published
Schools:	Social Sciences (Includes Criminology and Education)
Subjects:	H Social Sciences > H Social Sciences (General)
Publisher:	Wiley-Blackwell
ISSN:	0007-1080
Funders:	ESRC
Last Modified:	19 Oct 2022 10:39
URI:	https://orca.cardiff.ac.uk/id/eprint/25103

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