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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.

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.

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).

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.

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.

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.

This study investigates when and why negative organization-related career shocks affect career optimism, which is a positive career-planning attitude. The indirect effect of negative organization-related career shocks on career optimism via job insecurity and the role of perceived organizational career support as a first-stage moderator were investigated.

Three-wave time-lagged data from a sample of 728 employees in Switzerland was used. Time-lagged correlations, an indirect effect model and a conditional indirect effect model with bootstrapping were used to test the hypotheses.

First, this study showed a significant negative correlation between negative organization-related career shocks (T1) and career optimism (T3), a positive correlation between negative organization-related career shocks (T1) and job insecurity (T2) and a negative correlation between job insecurity (T2) and career optimism (T3). Second, findings revealed that negative organization-related career shocks (T1) have a negative indirect effect on career optimism (T3) via job insecurity (T2). Third, perceived organizational career support (T1) buffers the indirect effect of negative organization-related career shocks (T1) on career optimism (T3).

This study provides an initial examination of the relationship between negative organization-related career shocks and career optimism by applying assumptions from the JD-R model and Conservation of Resources theory. Implications about how to deal with negative career shocks in HRM and career counseling are discussed.