A multi-level mediation model of the relationships between team autonomy, individual task design and psychological well-being

  • Van Mierlo H
  • Rutte C
  • Vermunt J
 et al. 
  • 93

    Readers

    Mendeley users who have this article in their library.
  • 17

    Citations

    Citations of this article.

Abstract

The past decade and a half witnessed a global trend towards the use of participatory team-based interventions. In the present contribution, we address the widespread idea that the resulting increase in team autonomy fosters employee psychological well-being. Specifically, we address the common but mostly implicit rationale for this widespread idea that the well-being effect occurs because the increase in team autonomy is reflected in individual task design. We collected survey data from 733 members of 76 healthcare teams. The results of multi-level mediation analyses were supportive of our theoretical framework. The higher the team autonomy, the more active learning behaviour and the less emotional exhaustion team members reported. These relationships were mediated by the individual job characteristics of autonomy, variety and demands. These results draw attention to individual task design in a team context.

Get free article suggestions today

Mendeley saves you time finding and organizing research

Sign up here
Already have an account ?Sign in

Find this document

Authors

  • H. Van Mierlo

  • C. G. Rutte

  • J. K. Vermunt

  • M. A.J. Kompier

  • J. A.C.M. Doorewaard

Cite this document

Choose a citation style from the tabs below

Save time finding and organizing research with Mendeley

Sign up for free