Teamwork, Skill Development and Employee Welfare

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.