Organisational support and group efficacy A longitudinal study of main and buffer effects

Abstract

Purpose To analyse the influence of three different types of organisational support (supervisor's and colleagues' support, training, and acknowledgement and rewards) on the implementation of teamwork systems.

Design/methodology/approach Main and buffer effects of social support were tested using different subjective (job satisfaction and job involvement) and objective (production and total production management (TPM)) organisational criteria. In the longitudinal study, two sets of data were taken from a sample of workers from car‐manufacturing factories in two consecutive years.

Findings The three dimensions of support explain 30 per cent of the variance in job satisfaction in time 1(T1) and 11 per cent in time 2 (T2). A total of 50 per cent of job involvement in T1 is due to the supervisor's and colleagues' support, whereas in T2 this influence is not apparent. Social support from supervisor's and colleagues and acknowledgment and rewards explain 10 per cent of the variance of the objective measures (production and TPM).

Research limitations/implications The objective measures used are similar for the production line as a whole and therefore they do not consider the possible differences in performance between different production line groups.

Practical implications The importance of social support in organisational settings, in particular in the implementation of working teams. It also emphasises the need to distinguish the different stages of support from colleagues, supervisors or the organisation.

Originality/value This study indicates that support is an easy and inexpensive means not only to improve the social environment of an employee but also to make an important contribution towards productivity targets.