Teamwork, Skill Development and Employee Welfare

TLDR

The literature on teamwork is divided, with some scholars arguing it benefits only management, others claiming employee gains, and some asserting it has little impact on productivity or well‑being. The study uses data from the British Skills Survey Series to examine teamwork patterns. The analysis reveals that teamwork grew mainly through non‑self‑directive arrangements, which are linked to lower employee motivation and welfare, whereas self‑directive teams are the only type that enhance motivation and welfare.

Abstract

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.