Job satisfaction and teamwork: The role of supervisor support

Mark A. Griffin*, Malcolm Patterson, Michael A. West

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review


The link between teamwork and job satisfaction was investigated in a sample of 48 manufacturing companies comprising 4708 employees. Two separate research questions were addressed. First, it was proposed that supervisor support would be a weaker source of job satisfaction in companies with higher levels of teamworking. Multilevel analysis indicated that the extent of teamwork at the company level of analysis moderated the relationship between individual perceptions of supervisor support and job satisfaction. Second, it was proposed that the extent of teamwork would be positively related to perceptions of job autonomy but negatively related to perceptions of supervisor support. Further, it was proposed that the link between teamwork and job autonomy would be explained by job enrichment practices associated with teamwork. Analyses of aggregated company data supported these propositions and provided evidence for a complex mediational path between teamwork and job satisfaction. Implications for implementing teamwork in organizations are discussed. Copyright © 2001 John Wiley & Sons, Ltd.

Original languageEnglish
Pages (from-to)537-550
Number of pages14
JournalJournal of Organizational Behavior
Issue number5
Publication statusPublished - Aug 2001


  • teamwork
  • job satisfaction
  • manufacturing companies
  • supervisor support
  • individual perceptions
  • job autonomy
  • job enrichment practices


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