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.

Theories such as human capital theory, the metaphors of learning and the high involvement work paradigm all suggest that the quality of training and learning varies along a number of axes. This article shows how these theoretical insights have been translated into questions used in a UK survey of 6829 employees carried out in 2006. We find that the qualities of both the training experience and on-the-job learning are strongly associated with the extent and nature of employee involvement. This suggests that employee involvement is likely to play an important role in the process of upskilling the workforce, which has been accorded a central role in the economic strategies of many nation states as well as supra-national organizations such as the European Union.

The creation of a learning environment at work has been seen as an essential concomitant of the growth of an advanced economy. This article explores the implications of direct participation for different types of employee learning, drawing upon the British Skills and Employment Surveys of 2006 and 2012. It confirms that direct participation is strongly associated with enhanced learning opportunities at work but finds important differences in the benefits of specific forms of direct participation. Moreover, direct participation was found to be particularly important for those in less favorable work contexts with respect to technological level and skill.

Precarious work, which is characterized by the uncertainty and unpredictability of employment, can found in the labor market of most industrialized countries. Although precarious work was relatively rare in China until the 1980s, it has experienced rapid growth over the past two decades. The factors underlying the diffusion of precarious work are varied and interrelated, notably reflecting the impact of changes in the structure of industry, occupations, urbanization, state policies, and labor market institutions, as well as employers' manpower strategies. Although the spread of precarious work is sometimes advocated as an effective means of generating employment and increasing labor market flexibility, substantial evidence shows that such work is plagued by a series of problems, including low pay, low skill, high work intensity, poor working conditions, and lack of employment protection. This article reviews research on the trends and quality of precarious work in China in the past two decades and offers insights for policy makers with respect to the ways to integrate precarious workers into the primary labor market.

Previous research shows that job satisfaction often increases sharply upon initial entry into the new job and gradually falls back to the baseline level over time. In this study, we propose that this 'honeymoon-hangover' pattern is affected by both the direction of occupational mobility and the individual's personality in terms of extraversion and neuroticism. Drawing on the British Household Panel Survey that followed 10,000 individuals annually for 18 years, this study shows that only those who move up the occupational class ladder experience significant 'honeymoon' effects, while those who move downwards experience dissatisfaction that lasts for several years after the transition. While the positive effect of upward mobility is not amplified by extraversion, the negative effect of downward mobility is exacerbated by neuroticism. This study highlights the importance of taking into account both situational and dispositional factors for understanding the long-term impact of career change on subjective well-being.

The article examines the implications of direct participation for employees' organisational commitment, job satisfaction and affective psychological well-being. It focuses on both task discretion and organisational participation. Applying fixed effect models to nationally representative longitudinal data, the study provides a more rigorous assessment of the conflicting claims for the effects of participation that have hitherto been based primarily on cross-sectional evidence. Further, it tests a range of mechanisms by which direct participation leads to improved employee outcomes. Contrary to the critical literature, it shows that even after controlling for unobserved individual heterogeneity, both forms of direct participation have positive effects for employees' organisational commitment and well-being. The effects of task discretion are primarily direct, reflecting the intrinsic importance of personal control over the job task; in contrast, those of organisational participation derive to a greater extent from its indirect effect on the quality of working conditions.

Research shows that individuals experience a honeymoon-hangover pattern when they change employers. This study provides further insight into this pattern by comparing the experience of those who change employers within and across occupations. Drawing on the longitudinal data from the British House Panel Survey 1991-2008, we find that the honeymoon effect was primarily driven by the experience of those who change employers across occupations. Patterns of post-transition adaptation also differ between the two categories of job changers. While there is evidence of adaptation of job satisfaction to employer change within occupation, those who change employers across occupations experience a steady decline of intrinsic job satisfaction which continues for at least six years after the transition

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