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

Abstract

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. In this article the authors explore this issue from three perspectives. First, they test the controversial ‘buffer’ hypothesis using a large nationally representative matched employer–employee sample from Britain. Second, they examine 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, the authors further explore the moderating effects of teamwork under different occupation-specific work intensity. The analysis suggests that there is strong evidence supporting the ‘buffering’ hypothesis. Also, it was 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.