Methodology on Time Management and its Impact on Job Performance

This chapter describes the methodology used. Specifically, it describes how the researcher will acquire information and data from literature and the study population. It also explains the research design that the researcher will use and the methods that he intends to employ during the entire process of collecting data, presenting it as well as its analysis. Additionally, the chapter also includes brief sections on population of study, the area of study, sampling and techniques.

Research Design of Time Management and its Impact on Job Performance

 In any research work, identifying the problem is usually the first step. When the research problem is known, the researcher(s) then develops the research aims and questions. As Leech and Onwuegbuzie (2009) aver, the main priority of the researcher is to demonstrate to the research audience or consumers how he/she/they will actualize the aims and objectives. To do this, the researcher needs to consider the kind of questions he or she asking, the type of data that needs to be collected to answer the question and the type of results that he or she will report (Saunders, 2009). The method that the researcher will be using will thus need to be highly structured and consistent, devoid of subjective judgment, intuition and personal observation. Therefore, quantitative methodology is most ideal for this research problem. Indeed, the purpose of this study is to measure, assess and collect the meaning of the identified variables which will then necessitate the creation of a statistical explanation of what the researcher will learn. Using scientific inquiry, this study will entirely rely on measured data to examine questions about the sample populations.

Data Collection Procedure of Time Management and its Impact on Job Performance

 The researcher will rely on random sampling where 200 will be selected to represent the target population, Oil and Gas Company. Only two hundred individuals have been selected because there are not enough resources to deal with every worker in the organization. There are numerous worker in the company and not every single one of them can be chosen for process of gathering data through questionnaires. However, in order to increase the effectiveness of data collection method, random selection of individuals has been selected because it allows the researcher to obtain the perception of almost any type of employee. With random selection, the limitation is also eliminated that some specific workers are purposely not being selected. That is the reason why, this method of sampling has been chosen. Random selection involves choosing people regardless of their job posts, status, age, and gender. The main data collection tool for this study is questionnaires. Questionnaires are often used quantify and legitimize a population’s beliefs about a phenomenon and the rationale of their behaviors (Rowley, 2014). The benefits of using questionnaires as the data collection tool for this study include the fact that they are inexpensive and flexible in terms of their administration. Additionally, questionnaires are ideal for this study because they are effective in generating information that is numeric in nature and gathering large amounts of data. The questionnaire captures each of the four variables in simple questions and statements. The tool was distributed via social media with the researcher monitoring the responses daily until the questionnaire captured 200 responses. Participants were encouraged to fill the questionnaires at their most appropriate time.

Population and Sampling of Time Management and its Impact on Job Performance

A population, as Robinson (2014) points out consists of all the viable elements, observation or subject related to a certain phenomenon that a researcher has an interest in. For the sake of this study, the population comprises of employees working in the Oil and Gas sector. The industry is the major employer and contributor to the nation’s economy. In effect, it provides an appropriate study population that will help the study achieve its objectives and answer the research questions. In effect, companies in this sector will identify approaches that they could use to improve productivity in their workplace.

If the population is too large, a researcher can choose a sample of few people from the population that will represent the whole population. In effect, the researcher used simple random sampling to identify the sample that was representative of this large group. In simple random sampling, each member of this population has an equal chance of being selected as a participant (Suresh, 2011). Since Oil and Gas companies have many employees around the country, the study concentrated on using technology to reach as many respondents as possible by sharing the link to the survey using social media tools such as WhatsApp.

Data Source of study’s primary questionnaire

The source of study’s primary data is the questionnaire which will be administered to the 200 participants. The questionnaire will contain statements where it will require participants to choose between five simple answer options (Strongly Agree, Agree, Neutral, Disagree, and Strongly Disagree).

Measurement of Variables  for job performance

The variables for this research will be evaluated based on the following hypothesis:

H0: Time management does not affect job performance

H1: Time management has an impact on job performance

H3: Work engagement drives job performance

H4: Organizational commitment and job performance are positive related 

 In this case, the independent variables are: time management, organizational commitment and work engagement, while the dependent variable is job performance. The researcher will use nominal and ordinal measurement scales to measure the study’s variables. The purpose of using these measures is to understand the validity of the appropriateness of the conclusion generated from them. Nominal scale is actually related to names and is commonly utilized for indicating categories. These groups have corresponding numbers which are allotted for the analysis of collected data. For instance, ethnicity and gender of the person are recognized as the data for a nominal scale and that is why it has been chosen for this study. On the other hand, ordinal scale includes the arrangement of information in a certain order. It is quite effective for the analysis in which a respondent is asked to tell his or her experience of a scale of 1-5.

 Data Analysis Time management it’s impacts on job performance

Data analysis encompasses more than just collecting and coding data information; it also goes beyond classification and categorization of this data. Indeed, data analysis involves depicting or representing all the aspects of the activities and processes that the researcher has conducted (Palinkas et al, 2015). As noted in the research design, the study will use quantitative data. The specific data analysis method that will be used to analyze quantitative data is inferential statistics. Inferential statistics is ideal for this study since it is often used to generalize results and make predictions about an entire study population (Hayes and Scharkow, 2013). In addition, inferential statistics is ideal for showing the relationship between different variables making it suitable for this study. The scientific method that will be used to analyze the statistical data generated from the questionnaires SPSS (Statistical Package for the Social Sciences). This tool is ideal for analyzing complex statistical data. This software package, which is officially owned by IBM, remains the world standard for analysis of social science data. The main reason why the researcher has opted to use this software is because it is straightforward or easy to use and has English-like command language.

 References of Time management it’s impacts on job performance

Abduljabbr, A. N., Mahdi, O. R., & Almsafir, M. K. (2012). Relationship between Time Management and Job Performance Empirical Study in Malaysia Privet University. Journal of Advanced Social Research, 2(10), 427-438.

Ahmad, N. L., Yusuf, A. N., Shobri, N. D., & Wahab, S. (2012). The relationship between time management and job performance in event management. Procedia-Social and Behavioral Sciences, 65, 937-941.

Colquitt, J., Lepine, J. A., Wesson, M. J., & Gellatly, I. R. (2011). Organizational behavior: Improving performance and commitment in the workplace (Vol. 375). New York, NY: McGraw-Hill Irwin.

Jackson, L. (2014). The work engagement and job performance relationship: Exploring the mediating effect of trait emotional intelligence.

Jankingthong, K., & Rurkkhum, S. (2012). Factors affecting job performance: a review of literature. Silpakorn University Journal of Social Sciences, Humanities, and Arts, 12(2), 115-127.

Njagi, L. K., & Malel, J. (2012). Time Management and Job Performance in Selected Parastatals in Kenya. Australian Journal of Business and Management Research, 2(5), 19-29.

Tolentino, R. C. (2013). Organizational commitment and job performance of the academic and administrative personnel. International journal of Information technology and Business Management, 15(1), 51-59.

Trofimov, A., BONDAR, I., TROFIMOVA, D., MILIUTINA, K., & RIABCHYCH, I. (2017). Organizational commitment factors: role of employee work engagement. Revista Espacios, 38(24).

Abduljabbr, A. N., Mahdi, O. R., & Almsafir, M. K. (2012). Relationship between time management and job performance empirical study in Malaysia private university. Journal of advanced social research, 2(10), 427-438.

Ahmad, N. L., Yusuf, A. N. M., Shobri, N. D. M., & Wahab, S. (2012). The relationship between time management and job performance in event management. Procedia-Social and Behavioral Sciences, 65, 937-941.

Appelbaum, S. H., Marchionni, A., & Fernandez, A. (2008). The multi-tasking paradox:

perceptions, problems and strategies. Management Decision, 46(9), 1313-1325.

Aydin, A., Sarier, Y., & Uysal, S. (2013). The Effect of School Principals' Leadership Styles on Teachers' Organizational Commitment and Job Satisfaction. Educational sciences: Theory and practice, 13(2), 806-811.

Bakker, A. B., Albrecht, S. L., & Leiter, M. P. (2011). Key questions regarding work engagement. European journal of work and organizational psychology, 20(1), 4-28.

Bergsteiner, H., & Avery, G. C. (2010). A theoretical responsibility and accountability

framework for CSR and global responsibility. Journal of Global Responsibility, 1(1), 8-33.

Colquitt, J., Lepine, J. A., Wesson, M. J., & Gellatly, I. R. (2011). Organizational behavior: Improving performance and commitment in the workplace (Vol. 375). New York, NY: McGraw-Hill Irwin.

DeKosky, A. S., Sedrak, M. S., Goren, E., Dine, C. J., & Warburton, K. M. (2018). Simple Frameworks for Daily Work: Innovative Strategies to Coach Residents Struggling With Time Management, Organization, and Efficiency. Journal of Graduate Medical Education.

Demerouti, E., Cropanzano, R., Bakker, A., & Leiter, M. (2010). From thought to action: Employee work engagement and job performance. Work engagement: A handbook of essential theory and research, 65, 147-163.

Eruteyan, J. O. (2008). Effective time management for high performance in

organizations. Journal of Nigerian Institute of Management, vol, 44, 21-26.

Gregory, B. T., Harris, S. G., Armenakis, A. A., & Shook, C. L. (2009). Organizational culture

and effectiveness: A study of values, attitudes, and organizational outcomes. Journal of Business Research, 62(7), 673-679.

Häfner, A., & Stock, A. (2010). Time management training and perceived control of time at

work. The journal of psychology, 144(5), 429-447.

Hartnell, C. A., Ou, A. Y., & Kinicki, A. (2011). Organizational culture and organizational

effectiveness: a meta-analytic investigation of the competing values framework's theoretical suppositions. Journal of applied psychology, 96(4), 677.

Hayes, A. F., & Scharkow, M. (2013). The relative trustworthiness of inferential tests of the indirect effect in statistical mediation analysis: Does method really matter? Psychological science, 24(10), 1918-1927.

Hubbard, G. (2009). Measuring organizational performance: beyond the triple bottom

line. Business strategy and the environment, 18(3), 177-191.

Markos, S., & Sridevi, M. S. (2010). Employee engagement: The key to improving performance. International journal of business and management, 5(12), 89.

Miqdadi, F., Almomani, A. F., Masharqa, M. T. S., & Elmousel, N. M. (2014, April). The

Relationship between Time Management and the Academic Performance of Students from the Petroleum Institute in Abu Dhabi, the UAE. In ASEE 2014 Zone I Conference.

Nadinloyi, K. B., Hajloo, N., Garamaleki, N. S., & Sadeghi, H. (2013). The study efficacy of

time management training on increase academic time management of students. Procedia-Social and Behavioral Sciences, 84, 134-138.

Njagi, L. K., & Malel, J. (2012). Time management and job performance in selected parastatals

in Kenya. Australian Journal of Business and Management Research, 2(5), 19.

Nonis, S. A., Fenner, G. H., & Sager, J. K. (2011). Revisiting the relationship between time

management and job performance. World Journal of Management, 3(2), 153-171.

Ojo, L. B., & Olaniyan, D. A. (2008). Effective time management in organization panacea or placebo. European Journal of Scientific Research, 24(1), 127-133.

Oke, L. (2016). Human resources management. International Journal of Humanities and Cultural Studies (IJHCS)​ ISSN 2356-5926, 1(4), 376-387.

Omar, K., Anuar, M. M., Yaakop, A. Y., Halim, M. A. S. A., Harun, M., & Hau, T. C. (2017). The Influence of Personal Engagement and Time Management on Employees’ Job Performance. Advanced Science Letters, 23(4), 3009-3012.

Owen, J. (2014). Managing Education: The purpose and practice of good management in

schools. London, Routledge.

Palinkas, L. A., Horwitz, S. M., Green, C. A., Wisdom, J. P., Duan, N., & Hoagwood, K. (2015). Purposeful sampling for qualitative data collection and analysis in mixed method implementation research. Administration and Policy in Mental Health and Mental Health Services Research, 42(5), 533-544.

Rapp, A. A., Bachrach, D. G., & Rapp, T. L. (2013). The influence of time management skill on

the curvilinear relationship between organizational citizenship behavior and task performance. Journal of Applied Psychology, 98(4), 668.

Reunanen, T. (2015). Human factor in time management. Procedia Manufacturing, 3, 709-716.

Richard, P. J., Devinney, T. M., Yip, G. S., & Johnson, G. (2009). Measuring organizational performance: Towards methodological best practice. Journal of management, 35(3), 718-804.

Rowley, J. (2014). Designing and using research questionnaires. Management Research Review, 37(3), 308-330.

Robinson, O. C. (2014). Sampling in interview-based qualitative research: A theoretical and practical guide. Qualitative research in psychology, 11(1), 25-41.

Saunders, M. L. (2009). Research Methods for Business Students. (5th Edition). London: Prentice Hall.

Saunders, M., L, P. & Thornhill, A. (2007). Research Methods for Business Students (4th ed.). Harlow: Prentice Hall Financial Times.

Shuck, B., & Wollard, K. (2010). Employee engagement and HRD: A seminal review of the foundations. Human resource development review, 9(1), 89-110.

Spetzler, C., Winter, H., & Meyer, J. (2016). Decision quality: Value creation from better business decisions. Hoboken, NJ: John Wiley & Sons.

Suresh, K. P. (2011). An overview of randomization techniques: an unbiased assessment of outcome in clinical research. Journal of human reproductive sciences, 4(1), 8.

Vasilkov, Y., & Gushina, L. (2014). Analysis of the effectiveness and efficiency of management systems based on system analysis methodology. International Journal for Quality Research, 8(3).

Yongxing, G., Hongfei, D., Baoguo, X., & Lei, M. (2017). Work engagement and job performance: the moderating role of perceived organizational support. Anales de Psicología/Annals of Psychology, 33(3), 708-713.

Yuan, F., & Woodman, R. W. (2010). Innovative behavior in the workplace: The role of performance and image outcome expectations. Academy of Management Journal, 53(2), 323-342.

Wang, H., Sui, Y., Luthans, F., Wang, D., & Wu, Y. (2014). Impact of authentic leadership on performance: Role of followers' positive psychological capital and relational processes. Journal of Organizational Behavior, 35(1), 5-21