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.