In search of the ‘buffering’ effect in the job demands–control model: the role of teamwork HRM practices and occupations

Zou, M. ORCID: https://orcid.org/0000-0002-1095-1489, Zhou, Y. and Williams, M. (2022) In search of the ‘buffering’ effect in the job demands–control model: the role of teamwork HRM practices and occupations. Economic and Industrial Democracy. ISSN 1461-7099 doi: 10.1177/0143831X221128345

Abstract/Summary

The job demands–control/support (JDC/JDCS) models are highly influential in the HRM and employee well-being literature. Despite the high face validity, however, research has failed to find convincing empirical support for the ‘buffer’ hypothesis suggested by the JDC/JDCS models. We explored this issue from three perspectives. First, we tested the controversial ‘buffer’ hypothesis using a large nationally representative matched employer-employee sample from Britain. Second, we examined the role of teamwork HRM practices as a moderator of the buffering effect of job control against job demands on employee well-being. Finally, incorporating occupational level data into the analysis, we further explored the moderating effects of teamwork under different occupation-specific work intensity. Our analysis suggested that there is strong evidence supporting the ‘buffering’ hypothesis. Also, we found that teamwork moderates the buffering effect for employee intrinsic job satisfaction. Finally, the moderating effect of teamwork differs between occupations with different levels of work intensity.

Item Type	Article
URI	https://reading-clone.eprints-hosting.org/id/eprint/107043
Identification Number/DOI	10.1177/0143831X221128345
Refereed	Yes
Divisions	Henley Business School > International Business and Strategy
Publisher	Sage
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