Is it time well spent? The relationship between time management behaviours, perceived effectiveness and work‐related morale and distress in a university context

Kearns, H. G. H.; Gardiner, Maria

doi:10.1080/07294360701310839

Cited by 74 publications

(70 citation statements)

References 19 publications

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“…Therefore, it can be concluded that a manager who is able to control and manage time can control the environment and the organization much better. These results are in line with the results of some previously conducted studies including Kearns and Gardiner (2007) who indicated the effects of time management on managers' self-efficacy and productivity.…”

Section: Discussionsupporting

confidence: 82%

Predicting Managers’ Organizational Productivity with Regard to Managerial Talent and Time Management

Pourshanbe¹,

Marziyeh²,

Nazari³

2016

MJSS

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Section: Discussionsupporting

confidence: 82%

Predicting Managers’ Organizational Productivity with Regard to Managerial Talent and Time Management

Pourshanbe¹,

Marziyeh²,

Nazari³

2016

MJSS

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“…Kelly (2003) reported non-significant correlations between time management behaviour and sorrow in a sample of undergraduate students. In a recent study, Kearns and Gardiner (2007) found out that time management behaviours were not related to psychological distress for undergraduate and postgraduate students. With some exceptions, the expectation of a positive relationship between time management behaviour and different indicators of perceived stress for students cannot be supported.…”

mentioning

confidence: 97%

“…Kearns and Gardiner (2007) pointed out: "Despite the high 'guru-factor' of time management, few claims have been subjected to empirical investigation" (p. 235). So far, some studies have explored relations between time management behaviour and different indicators of perceived stress with mixed results.…”

mentioning

confidence: 97%

Decreasing students’ stress through time management training: an intervention study

2014

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The aim of this study was to examine the effects of a time management training program on perceived control of time and perceived stress in the context of higher education. Twenty-three undergraduate students attended a time management training intervention and reported demands, perceived stress and perceived control of time directly before 2 and 4 weeks after training. We used a "non-equivalent dependent variable design" (Cook and Campbell, Quasi-experimentation: design and analysis for field settings, p. 118, 1979) with perceived stress and perceived control of time as dependent variables, which should be influenced by the training, and demands as control variable, which should not be changed. As expected, perceived stress decreased and perceived control of time increased after training, whereas demands did not change. Therefore, time management training might be beneficial for undergraduate students' well-being. Nevertheless, more intervention studies in this field are necessary, especially with lager samples, to contribute to more robust results and conclusions.

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“…Planning and prioritizing are very important in a world where available time is limited (Claessens, Van Eerde, Rutte, & Roe, 2004;Kearns & Gardiner, 2007). Knowledge workers are expected to be able to cope with the high pressure of many activities at the same time and as such need high self-management skills.…”

Section: Self-management Practicesmentioning

confidence: 99%

The impact of workplaces and self-management practices on the productivity of knowledge workers

Palvalin

Voordt

Jylhä

2017

JFM

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Purpose This paper aims to explore the impact of workplaces, which support concentration and communication, and self-management practices on individual and team productivity. The underlying hypothesis is that the impact of these variables on the two levels of productivity (individual and team) and the two dimensions of productivity (quantity and quality) may be different. Design/methodology/approach The paper is based on survey data from 998 Finnish knowledge workers. Factor analysis was used to test the dimensions of the conceptual model. Insights into the impact of workplaces for concentration and communications and self-management practices on productivity were obtained by multiple-regression analyses. Findings The findings show that self-management practices have a larger impact on the quality and quantity of individual output and the quantity of team output than workplaces for communication and concentration. Improving self-management skills is key to increase all productivity dimensions and in particular the quality of the output. Practical implications This paper contributes to a better understanding of the impact of workplace characteristics and self-management practices on different levels and dimensions of productivity. It offers valuable lessons for managers, as they are able to recognize how productivity can be approached from several perspectives. Different dimensions can be enhanced using different workplace settings. For example, the quantitative output of employees can be increased by adding more space for concentration, while quantitative team productivity can be increased by providing appropriate space for collaboration. An important means to enhance a higher quality of the output is to improve self-management skills. The findings also suggest that collaboration between different disciplines – corporate management, corporate real estate management, human resource management and IT – is needed to optimize individual and team productivity. Originality/value This paper explores work environment experiences of Finnish office workers and connects both workplace appraisal and work practices to perceived productivity support, on individual level and team level. It also adds insights into the different impacts on quantity and quality.

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Is it time well spent? The relationship between time management behaviours, perceived effectiveness and work‐related morale and distress in a university context

Cited by 74 publications

References 19 publications

Predicting Managers’ Organizational Productivity with Regard to Managerial Talent and Time Management

Predicting Managers’ Organizational Productivity with Regard to Managerial Talent and Time Management

Decreasing students’ stress through time management training: an intervention study

The impact of workplaces and self-management practices on the productivity of knowledge workers

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