Time Management and Its Impact on Job Performance in the Oil and Gas sector

The concept of time management gained attention in the organization during the industrial revolution. Over the years, time management has become an important notion in the modern day's idea of effectiveness and efficiency. Effective time management is a crucial factor in the productivity of the organization and its employees. This concept of time management is further reinforced by the issue of ‘employee time management.' This paper focuses on time management along with its effect on job performance. Background information on the topic has been given in the paper and research questions regarding it. Hypotheses have been formed and in order to analyze whether they are accurate or not. In hypotheses, time management, organizational commitment, and work engagement are the independent variables while job performance is the dependent variable. Moving on, the methodology of the research has been explained. This chapter describes the methodology used. Specifically, it describes how the researcher will acquire information and data from the 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. The 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. For analyzing the data collected, SPSS (Statistical Package for the Social Sciences) will be used and results will tell which hypotheses are correct.

Acknowledgments on Time Management and its Impact on Job Performance in the Oil and Gas sector

 This research focuses on time management and its impact on job performance. First of all, I would like to thank my parents for always supporting me. Whenever I was down and unable to find the right direction, my mother was always there to support me. She would be there to offer me a cup of milk whenever I sat with a headache. She just knew all the time whenever I was troubled and she would offer guidance and support. It was a constant pillar that played an important role in the completion of this paper. My father would always provide me with the guidance that I needed to move forward. I can say that my father is not only my mentor but also my friend when we are together. As I was carrying this project out, I would get down and my father would be there to motivate me to be firm. That is why I would like to thank you from the heart that you have been there to help me.

I would also like to thank all of my teachers because whenever I couldn’t find a solution, I would go to them for guidance. Every teacher of mine has provided me with valuable information and urged me to complete this project. I was able to complete a major part of this research only because my teachers were supporting me. In addition to my teachers, I would also like to thank my friends who would help me research and gain important data. They have also been present to attend my calls whenever I needed their help. I am dedicating a part of this project to you guys as well. I would like to thank all those who have helped me reach this position and complete my project.

Table of Contents

 CHAPTER ONE

INTRODUCTION.. 6

1.1 Background of the study. 9

1.2 Research problem.. 10

1.3 Research Questions. 11

1.4 Research Objectives. 12

1.5 Scope of Study. 12

1.6 Significance of the Study. 13

Theoretical Significance. 13

Practical Significance. 14

1.7 Definition of Variables. 15

CHAPTER TWO.. 17

LITERATURE REVIEW... 17

2.1 Time Management 17

2.1.1 Time Management Principles. 20

2.1.1.1 Planning. 20

2.1.1.2 Organization. 21

2.1.1.3 Responsibility and Accountability. 21

2.1.2.1 Clarity of Intention (First Dimension of Time Management) 21

2.1.2.2 Focus on Effectiveness (Second Dimension of Time Management) 22

2.1.2.3 Desire for Improvement (Third Dimension of Time Management) 22

2.2 Organizational commitment and Work engagement 22

2.3 Organizational commitment and Job Performance. 23

2.4 Job Performance. 24

2.5 Review of the Relationship between Time Management and Job Performance. 24

2.6 Review of the Relationship between organizational commitment and Job Performance. 27

2.7 Review of the Relationship between work engagement and Job Performance. 28

2.8 Gap Analysis. 29

2.9 Conceptual Model 29

CHAPTER THREE.. 32

METHODOLOGY.. 32

3.1 Introduction. 32

3.2 Research Design. 32

3.3 Data Collection Procedure. 33

3.4 Population and Sampling. 34

3.5 Data. 34

3.5.1 Data Source. 34

3.5.2 Measurement of Variables. 35

3.6 Data Analysis. 35

CHAPTER FOUR.. 37

RESULTS AND ANALYSIS. 37

4.1 Introduction. 37

4.2 Demographic Profile of Respondent 37

4.3 Descriptive Analysis of the variables. 40

4.4 Reliability. 41

4.5 Correlation Analysis. 42

4.6 Regression Analysis. 43

4.7 Findings. 47

4.8 Summary. 47

References

CHAPTER ONE about Time Management and its Impact on Job Performance in the Oil and Gas sector

INTRODUCTION of Time Management and its Impact on Job Performance in the Oil and Gas sector

As work productivity of employees has been increasing over the years in response to high competition, the need to be more efficient, and bolstering a strong workplace culture, organizations have been trying their best to create the right environment that will intensify job performance. Predictably, such an environment will also lead to organizational performance since highly-performing employees are not only effective in their work (Richard, et al., 2009); they also help the organization achieve its performance goals and objectives (Hubbard, 2008). There are many factors that have a positive impact on job performance. These include time management, organizational commitment, and work engagement. These variables are important in job performance with time management being the main variable among the three (Njagi andMalel, 2012). As Nonis et al. (2011) argue, the relationship between job performance and these three variables is critical as it will help organizations to understand the kind of environment or culture, they need to create so that their employees can work optimally or make their best contribution through their work. 

The concept of time management gained attention in the organization during the industrial revolution. Over the years, time management has become an important notion in the modern day's idea of effectiveness and efficiency (Vasilkov and Gushina, 2014). Today, this concept has become one of the most essential skills for success in life (Abduljabbr et al, 2012). Yet people, including businesses, have not fully appreciated the importance of time for success and survival in life. Time is a critical resource in organizations and leadership can affect how an organization utilizes this critical resource (Reunanen, 2015).  According to Oke (2016), the most important role of any management action is to ensure that all resources are utilized in a way that generates the greatest value or optimal returns. Businesses and individuals often struggle in their attempt to manage time due to the fact that they do not treat it as a resource (Ahmad et al., 2012). Yet, time remains a myth or a mystery in the sense that no one can create it or store it. Time can also not be stored so that one can use it in the future. It is, therefore, a particularly elusive resource which demonstrates the importance of effectively managing it (Reunanen, 2015). As Spetzler et al (2016) argue, a delay in decision making or in addressing an important issue in the day-to-day running of a company can lead to costly consequences. Additionally, good time management ensures that the organization is more creative and productive. Time management also helps organizations save money besides eliminating the need for employees to overwork or spend many hours in the job. Proper time management also increases the likelihood of success for an organization.

Organizational commitment is a factor that affects job performance since the former represents the level at which employee associates with the organization. Therefore, organizational commitment is directly related to job satisfaction, a factor that helps employees perform at the highest level (Aydin et al., 2013). Indeed, factors of job satisfaction can either inhibit performance or enhance it. Therefore, an organization needs to have well defined and tested operations, processes, and structures, and to ensure that they are consistently enforced as a way of ensuring the success of performance management strategies. The idea is to create job conditions that will make an employee feel more attached to the organization. Besides operations, processes, and structures, other areas that affect organizational commitment include leadership, decision making and culture (Colquitt et al., 2011). According to Wang et al. (2014), providing this kind of leadership positively affects job performance. Decision making is an element of organizational commitment. Indeed, issues such as the quality of decisions, the number of people involved in the decision-making process, and the amount of time it takes to make decisions influences the level of job satisfaction and job performance.

Work engagement is an approach where the workforce feels particularly attached to its work and is motivated to help their teams, departments or organizations at large to succeed (Bakker et al., 2011). Therefore, such employees are keen to work hard at every opportunity for the success of their employer. This variable is thus a work-related state that is associated with factors such as vigor, absorption, and dedication (Demerouti et al., 2010). According to Demerouti, Cropanzano, and Leiter (2010), work engagement has a positive effect on both employees and organization since engaged employees tend to demonstrate good job performance. Indeed, this better performance among such employees is occasioned by positive emotions such as enthusiasm, joy, and happiness. AsMarkos and Sridevi, (2010) argue, engaged employees tend to exhibit positive emotions. Such employees are more likely to capitalize on opportunities at work; they are also more outgoing and are keen to help others (Shuck and Wollard, 2010). Additionally, they are also more optimistic and confident. Therefore, the two variables (Work engagement and job performance) are positively related. When one of them increases, the other will correspondingly increase.

From the aforesaid, this research will focus on time management, organizational commitment, and work engagement, and their effects on employee performance using Oil and Gas Company as the case study. Focusing on a Saudi Arabian company was deliberate because most studies on time management in organizations tend to focus more on the Western world, yet this concept is a global phenomenon. 

1.1 Background of the study of Time Management and its Impact on Job Performance in the Oil and Gas sector

Organizations are increasingly faced with intense competition, radical, unprecedented changes in their business environment. Competition and these changes, which are often seen as destabilizing forces, pose incredible difficulties to organizations. Some organizations are more successful than others based on how well they address the need to remain competitive and manage these changes (Richard et al., 2009). Therefore, internal efficiency is fundamental in helping a company acquire a competitive edge and gain the ability to navigate changes in the external environment. At the foundation of managing competition and changes in the business environment is the issue of job performance (Hubbard, 2009). Indeed, job performance plays an important role in the growth of an organization and the extent to which the organization is responsive to changes. Despite its importance in the survival of an organization, job performance is not stable (Richard et al., 2009). In other words, this variable is subjected to fluctuations over time due to a number of factors. It is, thus, important to explore the factors that influence job performance so as to understand how an organization can achieve economic success and boost its reputation. Since job performance is a fundamental factor in organizations, Ahmed (2012) asserts, that it is important for organizations to focus on how to ensure that their employees perform optimally. According to Jankingthong and Rurkkhum (2012), there are many factors that affect job performance. These factors include time management, organizational commitment, and work engagement. Of these three factors, time management has the most profound effect on job performance (Jankingthong & Rurkkhum, 2012). As noted, time is a precious resource for in society and business. Indeed, compared to other resources such as capital and labor, time is more important (Reunanen, 2015; Abduljabbr et al, 2012). Yet, some organizations fail to comprehend this very fact or the relationship between time and how employees perform. Time management is the foundation of many job performance elements. These include employee productivity, simplification of tasks, effective performance of tasks, attainment of all the necessary tasks and the realization of organizational goals (Omar et al, 2017). A study on the connection between time management and job performance is critical since the level to which an organization is efficient largely depends on prudent utilization and management of time. Additionally, it will also be important to briefly explore other factors that equally affect job performance. For the sake of this study, organizational commitment and work engagement have been identified as other factors whose influence on job performance is of interest to the researcher.

1.2 Research problem of Time Management and its Impact on Job Performance in the Oil and Gas sector

Throughout the years, the time has emerged as the foundation of organizational success in all types of organizations. Indeed, many businesses today understand that time management can foster more productive outcomes not just in monetarily, but also in nonmonetary terms (Reunanen, 2015).  Effective time management is thus a crucial factor for the productivity of the organization and its employees. This concept of time management is further reinforced by the issue of ‘employee time management.’ Employee time management is centered on the expectation that employees need or are expected to prudently manage their time in terms of their punctuality and while at work (DeKosky et al, 2018). Notwithstanding the importance of time management in the professional world, as has already been highlighted, Oil and Gas Company has often struggled in its time management initiatives. The company has witnessed various challenges related to inefficient time management and job performance. These challenges, as will be further expounded, include:

·         The issue of self-discipline, a factor that has a huge influence on time management, has not been emphasized

·         Technical staffs who work on shifts have been finding it difficult to manage their time in such a way that they will be able to promptly respond to customer queries.

·         Disruptions such as unnecessary visits from outsiders and idle talk activities by the staffs are also affecting productivity and the ability to meet deadlines in various tasks

·         Inexistence of time management training negatively affects time management skills

·         Lack of proper organizational restructuring something that affects efficiency.

·         Lack of work engagement to drive organizational commitment

·         Lack of focus on work engagement of employees to achieve efficient job performance

1.3 Research Questions of Time Management and its Impact on Job Performance in the Oil and Gas sector

Based on the research background, this study aims to address the following research questions:

·         Why is job performance such an important factor in organizations?

·         How does time management affect employee job performance?

·         What is the relationship between organizational commitment and job performance?

·         How does work engagement affect job performance?

·         Besides high employee performance, which are the other consequences of prudent time management?

·         How work engagement drives organizational commitment?

1.4 Research Objectives of Time Management and its Impact on Job Performance in the Oil and Gas sector

·         To examine how time management affects job performance among employees at the company

·         To investigate the relationship between organizational commitment and job performance

·         To find out the relationship between work engagement and job performance

·         To analyze the relationship between work engagement and organizational commitment

·         To explore the outcomes of prudent management of time

·         To provide recommendations on bolstering job performance based on the findings and the relationship between the variables.

1.5 Scope of Study of Time Management and its Impact on Job Performance in the Oil and Gas s

Time management is very important for efficient and success of an organization. Although time management courses and books often seem to focus on business partnerships and pioneers, it is quite significant for factory workers, experts, job holders, and even educators. Indeed, time management is most significant for both companies and individuals carrying their business out in an effective way. Overseeing the home and work obligation under the very same rooftop takes a unique type of time management and administration. It can be said that an imperative part of the management of time is effective planning for the time to come. Every once in a while, effective management of time includes investing efforts at the start while keeping the end goal in mind for revamping the company. The efficiency of organizations is reliant on the sustainability of utilization of time which is the requirement of many incumbents. Time administration is an issue which is principal to the work efficiency.

This study is focusing on the effect of time management and job performance. In order to explain time management effectively, background study has been explained by studying previous studies on the same topic. Furthermore, in this study, various problems have been identified. For instance, it has determined the problem of self-discipline, a factor that seems to affect time management greatly hasn't been stressed upon even a little. There are disruptions that normally occur are causing the productivity to decrease and hinder the ability of employees to meet the deadline. There is also a lack of attention on work engagement that seems to play a significant role in driving organizational commitment. This study will be finding solutions to these problems and will help researchers to realize how these issues can be resolved. In this study, the relationship among time management and job performance, organizational commitment, and job performance, and work engagement and job performance. It will also determine whether job performance is even affected by these factors or not. This study will be foundational research for further researches and help in identifying the underlying factors that affect organizational commitment. Considering the fact that Oil and Gas Company is facing the issue of inefficient job performance, this study will explore if better management of time can increase job performance or not. It will also determine whether organizational commitment and work engagement can enhance job performance or not. Therefore, this study will provide potential solutions to the Oil and Gas Company into how they can deal with the challenges that they are facing (Colquitt, Lepine, Wesson, & Gellatly, 2011).

1.6 Significance of the Study of Time Management and its Impact on Job Performance in the Oil and Gas sector

Theoretical Significance of Time Management and its Impact on Job Performance in the Oil and Gas sector

 Time management is a crucial aspect of organizational success and this paper is focusing on the management of time and its effect on the performance of the job. Actually, this study will clarify the existing meaning and description of the management of time and its importance in organizations. It will help researchers in understanding the relationship between organizational commitment and work engagement as well. Both of these are significant in driving organizational performance. This paper is focusing on various other underlying factors that affect job performance and it will help the researchers in obtaining vital information about them without studying other sources. Operational variables have also been explained in this paper and what it really means to use operational variables. In order to further strengthen the concepts which have been used in this paper, a literature review has been conducted both time management and the principles of time management.

Practical Significance of Time Management and its Impact on Job Performance in the Oil and Gas sector

The concept of time management gained attention in organizations during the industrial revolution. Over the years, time management has become an important notion in the modern day’s idea of effectiveness and efficiency. Effective time management is a crucial factor in the productivity of an organization and its employees. This paper can bring attention to not only researchers but also businessmen to benefits of time management. Using this paper, they can implement a system that puts emphasis on effective management of time which allows them to gain an upper hand in the market to achieve better performance from workers. Besides the implementation of a system that values time management, researchers can use the approach that has been adopted by this paper for conducting the research. They can also form questionnaires to gain the answers that they need. In addition to realizing the importance of time management, business management can also identify other elements that contribute to organizational success and concentrate on them better.

1.7 Definition of Variables of Time Management and its Impact on Job Performance in the Oil and Gas sector

The operational definition of variables refers to the specific way in which a researcher measures a variable in for the study. Specifying the context of a variable under study is critical since different studies measure the same variables differently.

·     Time management: For the sake of this study, time management refers to the organization of events or tasks by first making an estimation of the amount of time that it will take to complete a task and when it needs to be completed (Ojo and Olaniyan, 2008). It also involves adjusting or eliminating events that could potentially interfere with the completion of such a task.

·        

Organizational commitment: According to Aydin et al. (2013) this variable refers to the desire of an employee to be loyal and commit to an organization. Such employees (who are committed or devoted to their organization) tend to be work harder than those who lack this kind of devotion to their employers.

 Work engagement: This variable refers to the active, positive work-related state which is characterized by dedication, vigor, and absorption (Yongxing et al, 2017). Dedication, in this case, refers to string involvement in one's work; it is also characterized by a sense of enthusiasm and significance. On its part, vigor is the high level of energy and resilience that one employs at work. Absorption means being fully concentrated and preoccupied with one's work.

Job performance: This variable refers to the work-related activities expected of an employee and the extent to which the employee executes these activities. The specific component that will be measured is the behavioral engagement of employees and the expected outcomes. The behavior, in this case, refers to the action that people take to accomplish certain work while the outcome refers to the consequences of an employee's behavior (Yuan and Woodman, 2010). For instance, the lack of time discipline affects team performance.

 CHAPTER TWO

Literature Review of Time Management and Its Impact on Job Performance in the Oil and Gas sector

The following chapter will provide a summary of the literature and theories related to this topic. The chapter includes discussion on time management, the categories of time management, job performance and the link between time management and job performance. In addition, the chapter will include a brief discussion on two other factors that influence job performance. These are organizational commitment and work engagement.  The chapter will then introduce and justify the study's conceptual model. 

2.1 Time Management in the Oil and Gas sector

Before venturing into the definition of time management, it is important to understand the meaning of ‘time’. Time is a critical resource for every organization (Abduljabbr, et al, 2012). The attainment of goals and objectives of an organization is hinged on the utilization of time. In other words, the success of any organization depends on how best it uses its time. Yet, time remains a myth or a mystery in the sense that no one can create it or store it. Time can only be spent and once used, whether that use is proper or improper, it cannot be regained. Besides being precious, irrecoverable, another element of time is that it is limited. Time is indeed limited because a day is made up of 24 hours and in many occasions, office or working time runs for approximately 10 hours. Time management, as Ahmad, et al, (2012) argues, is the organization or arrangement of events or tasks, which need to be conducted in one day or over a specific period of time, by first making an estimation of the amount of time that each task will take to be fully complete. After making an estimation of the time that each event will take, the next step of time management involves deciding the specific time that an event or task will need to be completed. The third step of time management is the adjustment of events that could potentially affect the completion of such a task. Fulfilling these processes will ensure that a task or event is completed within the appropriate time. 

Time management is much a process of doing more within a day as it is about prioritizing on the most important events or tasks. Therefore, time management is about deciding what is more important in one’s daily, weekly or monthly activities (Eruteyan, 2008). Since time is limited, it is impossible to have all events or tasks happening at the same time. Therefore, the need for prioritizing needs to be emphasized as one of the most important aspects of time management. To be an effective or successful time manager, it is imperative for one to conduct a time survey of one's activities to gain an understanding of how time is being spent. Additionally, as Hafner and Stock (2010) assert, time management is a collection of principles, skills, systems, and tools that helps individual or organization to properly utilize their time in a way that will accomplish their objectives.

Often, many people tend to learn time management as a matter of necessity. For example, a student will learn how to manage his or her time properly so as to submit an assignment before the deadline to avoid being penalized. The main challenge to learning a skill through necessity is that many people do not internalize what they have learned. In addition, such kind of learning is often affected by bad habits which mean that even if a skill is important and useful, the person will not use it optimally. Indeed, a student learns how to manage their time because of an upcoming project, there is no guarantee that the learner will use this skill appropriately in another context. Moreover, such a student may get distracted by bad habits that will prevent him or her from achieving submitting the assignment on time. To appreciate the skill of time management, it is important to view it as something that takes time to develop and perfect. Further, this skill is unique to different people. Overall, time management involves the development of tools, systems, and processes that serve to increase productivity and efficiency.

According to Njagi and Malel (2012), to perform at high levels, organizations must emphasize on effective time management. One of the most important benefits of practicing effective time management is that it besides positively affecting productivity or job performance, it also helps employees in coping with conflict, workload, stress, and pressure in a more efficient fashion. In addition, effective time management also helps employees to achieve a healthy work-life balance (Njagi & Malel, 2012). Therefore, Nadinloyi, et al, (2013) suggests that time management training should be at the very foundation of workforce development since it is one of the tools that significantly bolsters the team’s productivity. The purpose of time management training is that it provides employees or participants with management practices as well as planning systems to help them in gaining more control over their own time. Additionally, it helps them have greater control over their individual and collective performance. Time remains the most important asset in business. Indeed, compared to other resources such as capital and labor, time is more important (Reunanen, 2015; Abduljabbr, et al, 2012). Yet, some organizations fail to comprehend this very fact or the relationship between time and how employees perform. Time management is the foundation of many job performance elements. These include employee productivity, simplification of tasks, effective performance of tasks, attainment of all the necessary tasks and the realization of organizational goals (Omar, et al, 2017). To succeed in the utilization of time, it is important for employees and managers to not just prioritize activities and tasks, but also eliminate any distractions or unnecessary processes or elements.

Being an effective time manager is not something that a person can activate and deactivate when it suits them. But rather, it is a set of skills and practices that a person internalizes and practices throughout his entire personal and professional life. Time management largely involves two fundamental components. These are practice and purpose (Owen, 2014). Practice centers on what one does with his or her minutes and hours in a day (Owen, 2014). On the other hand, purpose, in reference to time management, refers to the reason why one lives, or the purpose of one’s life (Owen, 2014). In time management, it is important to ensure that the minutes and hours in one’s day align with this purpose of life. Failure to align the two can lead to a bad chain reaction. Aligning practice and purpose is the key to accomplishing tasks in an effective manner; it also helps an individual or organization to reach their goals quickly.

2.1.1 Time Management Principles in the Oil and Gas sector

There are various factors that affect time management. For the purpose of this discussion, the principles/factors that will be discussed are time planning, organization and responsibility, and accountability.  

2.1.1.1 Planning of Time Management and Its Impact on Job Performance in the Oil and Gas sector

Planning, as an element of time management, is the identification of goals that an individual or organization wants to achieve (Rapp et al, (2013). Besides the identification of these goals, it is imperative to equally define the practical ways of achieving these goals. An organization can utilize the most ideal plan for a certain objective. Examples of these plans include strategic plan, short-term plan, and intermediate plan. When planning, it is important to be specific about the goals and make them more attainable. Importantly also, the organization needs to set the time targets for achieving those goals. Time planning remains a key ingredient of organizational performance. This is because planning to achieve certain objectives through the use of various tools or processes and within a specific time spurs high motivation among employees.

2.1.1.2 Organization of Time Management and Its Impact on Job Performance in the Oil and Gas sector

One of the qualities of time is the fact that it is limited. Time can be defined as a diabolic triangle that has three poles. These poles are quality, objective and duration (Omar, et al, 2017). To improve the quality of a product or service, more time is needed. To increase the number of services needed, quality may be negatively affected; it could also mean that there will be insufficient time to accomplish all that. Since time is a limited resource, there is always pressure on quality and quantity in production. Organization is thus important since it helps to utilize the resources in achieving organizational goals.

2.1.1.3 Responsibility and Accountability of Time Management and Its Impact on Job Performance in the Oil and Gas sector 

Responsibility and accountability are the hallmarks of modern management (Bergsteiner and Avery, 2010). Yet it is common practice today to see people refusing to take responsibility for their decisions in the workplace; some even blame others for such failures. In his wisdom, Winston Churchill asserted that ‘the price of greatness is greatness.' Additionally, having a goal is a capital thing; it is a different thing to achieve that goal. It is important for employees to account for their results after a stipulated period of time or after participating in a task or event. The idea of accounting for one's results also involves demonstrating how the person or group used their time. 

2.1.2.1 Clarity of Intention (First Dimension of Time Management)

Having precise goals in the very first dimension of time management. Clear intentions need both an understanding of every outcome that must be achieved and how an organization will be contributing to the outcome. Best goals are actually directed at what is occurring at present. For instance, reaching a new target of winning a few new consumers is a goal aimed at the present.

2.1.2.2 Focus on Effectiveness (Second Dimension of Time Management)

A clear focus is all about engaging in the processes that significant in achieving the outcome while decreasing the unimportant. The focus has to be wide enough that is able to address both the relationships and activities necessary for the success. Although the objective of an organization is to satiate its consumers, focus on has to be on the delivery of services and products that are pleasing to the consumers. Whether it is just a relationship with consumers, a personal relationship, or a boss, once the focus is surrendered, the effectiveness is actually lost. It is also important that the amount of courage needed for the maintenance of confidence in the integrity and mission in relationships of the organization shouldn’t be underestimated.

2.1.2.3 Desire for Improvement (Third Dimension of Time Management)

Measurement is actually the basis for improvement. Metrics are included in effective management for every significant activity that leads to an outcome instead of just measuring the end goal. It can be said that a willingness for keeping an open mind and experimenting new approaches is quite an important tool. In the age of the Internet, an organization is bombarded with information and ideas. The strategy is to pay very close attention and to determine the ideas that might be useful. An organization should always be open to new ideas and approaches that can prove to be beneficial to it and play a significant role in organizational success.

2.2 Organizational commitment and Work engagement of Time Management and Its Impact on Job Performance in the Oil and Gas sector

Trofimov, BONDAR, TROFIMOVA, MILIUTINA, and  RIABCHYCH (2017) explain that organizational commitment seems to take a significant role in employee turnover and retention in the companies. The understanding of work engagement and its connection with other factors can help in making the organizations stable and decrease the turnover of employees. Work engagement is the positive and fulfilling state of mind in terms of work that is characterized by absorption, dedication, and vigor. Work commitment is closely related to organizational commitment. When there is work engagement in an organization, employees also exhibit organizational commitment. They tend to work for achieving the objectives which have been set by an organization. They don’t indulge in other activities and work hard for meeting the metrics which have been set by the manager. It wouldn’t be wrong to say that work engagement is what drives organizational commitment (Trofimov, BONDAR, TROFIMOVA, MILIUTINA, & RIABCHYCH, 2017).

2.3 Organizational commitment and Job Performance of Time Management and Its Impact

According to Tolentino (2013), commitment refers to the dedication of an individual to an organization, job, or a person. Furthermore, it is reflected in the intention of a person to persevere in a specific course of action. Commitment has been more or less an important force behind the success of a person. An individual who has committed himself to a certain task will be willing to pursue it until it is completed even if that person experiences obstacles during the process. Organizational commitment is actually a state in which a worker seems to identify with a certain company and its objectives while wishing to maintain membership in the firm. This can also be explained in terms of employee loyalty. It is manifested in the acceptance of workers of organizational goals and values along with his loyalty to a company reflected by his desire to remain in the firm. Organizational success and job performance are attributed to the participation and commitment of workers. When there is a high commitment in a company, the rate of employee retention is improved, operating costs are reduced, and employee performance is promoted. Strong commitment allows the workers of an organization to work harder for achieving the goals of a company (Tolentino, 2013).

2.4 Job Performance of Time Management and Its Impact in the Oil and Gas sector

As Appelbaum, et al (2008) found out, job performance remains the most critical dependable variable and that it is also the most important topic in research on industries and organizations. Performance, of any kind, is the consistent ability to generate results over a long period of time. In organizations, high performance is the ability to exceed in different areas in such a way that it achieves better results than the competition in many of the aspects used to measure business success over a prolonged period of time. Abduljabbr, Mahdi, and Almsafir, (2012) say that time management, as has already been highlighted, is one of the measures that help organizations to create and maintain organizational performance (Abduljabbr, Mahdi, & Almsafir, 2012). Indeed, time management helps employees to be at their very best in terms of performance. The success and survival of a company are largely hinged on workforce performance. Job performance is by the 3Es of management. These are Economy, Efficiency, and Effectiveness. The most ideal yardstick for optimal performance is the lowest cost it takes to produce goods (economy), the resources needed to produce a certain quality and quantity of goods (efficiency) and finally, the extent to which, in producing goods and services, employees manage to achieve organizational goals.

2.5 Review of the Relationship between Time Management and Job Performance in the Oil and Gas sector

As already underscored earlier in this chapter and in the previous one, time management and job performance are strongly linked which means that one has a direct effect on the other. This effect can be either positive or negative.

Moving on to time management and job performance, there have been studies around the world that have sought to assess this relationship. For instance, Njagi and Malel (2012) conducted a quantitative analysis that sought to analyze this relationship. The two researchers utilized statistical models of correlation and regression on their data. After their analysis, they found out that this relationship exists. Moreover, they also proved that time management has a positive effect on job performance. Another study that ventures deeper into this relationship is Miqdadi et al (2014) which found that there is a positive relationship between these two variables. Specifically, the study found out that effective time management reflected positively on students' academic performance. The study was quantitative in nature and used the survey as a tool for data collection. Another study, Nonis, et al (2011) also found a positive relationship between time management and employee performance and satisfaction.

According to Ahmad, Yusuf, Shobri, and Wahab (2012) effective management of time, no doubt contributes to the job performance and can play a significant and positive role in the profitability of a company. Engaging in the management of time, especially planning behaviors can also contribut to the performance of a group. In addition, poor management of time has been associated with high strain and stress, health issues, and emotional exhaustion. Time management describes the behavior of workers which is all about being capable of producing supportable use of the time of workers at intervals for performing some specific processes.  Time management is able to lead an organization to success by reducing maintaining balance, stress, and increasing setting and productivity while creating endeavor for realizing the goal of a person. From this perspective, it can be seen by individuals that time management is important in enhancing the dimensions of life. During the past twenty years, there has actually been a growing recognition of the significance of time in literature. Work’s temporal dimension has become very signifciant due to the expansion of international comptition and increased requirements for obtaining the economicla use of time and must be associated with some specific purposeful activities. There are factors of the management of time and as a consequence, it seems to accept various items which are associated with planning in a period of short-term and in the long-term as well (Ahmad, Yusuf, Shobri, & Wahab, 2012). The aim of these factors is to assess the practices of time management are time wasters, time attitudes, and time planning.

Time planning and Its Impact on Job Performance in the Oil and Gas sector

The very first issue was time planning and as a consequence, it seems to accept a variety of items which are associated with planning. Time planning is actually linked to the performance of a job under the circumstances of high motivation.

Time Attitudes and Its Impact on Job Performance in the Oil and Gas sector

Time attitude is the second issue and is quite attitudinal in nature. Time attitude is used for conducting validity and responsibility of the management of time. This study seems to also connect time attitude as an issue of the management of time with job performance.

Time Wasters of and Its Impact on Job Performance in the Oil and Gas sector

 Time is actually wasted as a consequence of poor utilization of time and inefficient utilization of private time. For instance, sales personnel know that some consumers are not real and they develop ways for eliminating these time-wasters for improving their work.

The findings of the study by Abduljabbr, Mahdi, and Almsafir, (2012) on the connection among above factors indicate that there is a positive correlation among job performance and independent variable while the time wasters had inverse one with job performance. It means that the improvement of time wasters can make the teamwork convenient along with the integration of people while helping them achieve their objectives. Findings of the management of time unveil a positive correlation with job performance (Abduljabbr, Mahdi, & Almsafir, 2012).         

2.6 Review of the Relationship between organizational commitment and Job Performance in the Oil and Gas sector

According to Tolentino (2013), the success of a company is attributed to the commitment of employees of that firm. Organizational success and job performance are attributed to the participation and commitment of workers. When there is a high commitment in a company, the rate of employee retention is improved, operating costs are reduced, and employee performance is promoted. Strong commitment allows the workers of an organization to work harder for achieving the goals of a company. A worker that has a high level of work commitment, he sees himself as a true member of the company and is likely to accept the beliefs and values of the company and will be more tolerant to the small sources of dissatisfaction. There is actually a negative relationship between absenteeism and work commitment. The level of work commitment of an employee towards an organization is actually a better indicator or pointer of turnover in comparison with job satisfaction.

Organizational commitment is capable of being measured in several ways. Two dimensions can be used for measuring commitment which includes a desire to stay with the company and acceptance of organizational values and goals. OC or organizational commitment is one of the most basic and fundamental concepts that has been studied and explored in relation with workforce productivity and motivation. Its significance in any company cannot be underrated at all. Furthermore, it is believed that every worker with a powerful organizational will works harder for contributing to the performance of the organization. It is the commitment that allows the workers to feel as if they have to work hard in order to achieve the objectives which are clearly not their own. Even if it is not their goals, they still are willing to invest their efforts in achieving the goals of the company. They don't exhibit behaviors which are harmful to the company and this allows them to be effective in their work and contribute to the organizational performance and their own effective job performance (Tolentino, 2013).

2.7 Review of the Relationship between work engagement and Job Performance in the Oil and Gas sector

According to Jackson (2014), for thriving in the tumultuous and highly competitive economic environment, companies use a workforce that is not only proactive but also committed to perform at very high standards both at the organizational and individual level. Organizations can be provided with an effective competitive edge by work engagement. Moreover, employers who aim to build as well as maintain an engaged workforce might experience various beneficial outcomes like a positive corporate picture, powerful financial returns, and better business-unit performance. Additionally, the crossover in terms of engagement among employees of the same team might prove to be valuable for the performance of an organization. Considering these benefits, companies might want to apply programs that can promote engagement as they might lead to positive results in the form of job performance and employee retention.

Often, work engagement is simplified as a fulfilling and positive state of mind that is related to the work and is characterized by absorption, dedication, and vigor. Just as implied in its simplification, three separate dimensions are represented by it. The very first dimension is absorption can be explained as the state of being indulged in the job as the time passes with swiftness and one feels difficult to separate himself from the work. The second dimension is dedication and it is specified by the workers who are involved in their work and seem to experience a sense of challenge, passion, and meaning. The third dimension is vigor and it can be explained as very high levels of stamina and energy that workers might exhibit while working.

It is actually believed that those who are engaged are capable of outperforming the ones who are engaged less because they seem to create their own personal and job resources, experience emotions which can be referred as positive, and often are physically and psychologically healthier (Jackson, 2014).

Two of these variables will be covered in this chapter. These are organizational commitment and work engagement. According to Colquitt et al. (2011), organizational commitment refers to how employees view a company and the differences that it sets compared to other potential employers. The value of having employees who are fundamentally committed needs to be overemphasized. This is because organizational commitment is connected to many factors that organizations consider important. These factors include job satisfaction, loyalty, punctuality, and hard work.

Work engagement is a major determinant of job performance since people are the drivers of each organization. According to Bakker and Demorouti (2017), employees perform optimally when they are in an affective-motivational state which is also referred to as employee engagement.

2.8 Gap Analysis of Time Management and Its Impact on Job Performance in the Oil and Gas sector

Most studies on this topic tend to focus more on the relationship between time management and job performance. While demonstrating this relationship is vital, this study will venture more on time management and specifically, why managers and organizations at large experience time management challenges. In addition, the study will explore how these time management failures (such as poor planning) affect job performance.

2.9 Conceptual Model of Time Management and Its Impact on Job Performance in the Oil and Gas sector

After analyzing relevant literature, the researcher developed a conceptual model which underpins the study’s theoretical framework. In this study, time management, organizational commitment, and work engagement are the independent variable. The study's dependent variable is job performance as captured below.

Figure 1: Conceptual Framework on the Relationship between Independent and Dependent Variables in this Research Study

The general hypothesis (time management is positively correlated with job performance) will be rejected or adopted by independently testing how job performance is affected by each of the three independent variables: time management, organizational commitment, and work engagement. As a result, the study’s main hypothesis is:

H1: Time management has an impact on job performance

H2: Time management doesn’t affect job performance

H3: Work engagement drives job performance

H4: Organizational commitment and job performance are positively related.

CHAPTER THREE about of Time Management and Its Impact on Job Performance in the Oil and Gas sector

METHODOLOGY on of Time Management and Its Impact on Job Performance in the Oil and Gas sector

3.1 Introduction of Time Management and Its Impact on Job Performance in the Oil and Gas sector

This chapter describes the methodology used. Specifically, it describes how the researcher will acquire information and data from the 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 the population of the study, the area of study, sampling and techniques.

3.2 Research Design of Time Management and Its Impact on Job Performance in the Oil and Gas sector

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, a 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.

3.3 Data Collection Procedure of Time Management and Its Impact on Job Performance in the Oil and Gas sector

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 workers in the company and not every single one of them can be chosen for the process of gathering data through questionnaires. However, in order to increase the effectiveness of data collection method, the random selection of individuals has been selected because it allows the researcher to obtain the perception of almost any type of employee. With the 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.

3.4 Population and Sampling of Time Management and Its Impact on Job Performance in the Oil and Gas sector

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.

3.5 Data of Time Management and Its Impact on Job Performance in the Oil and Gas sector

3.5.1 Data Source of Time Management and Its Impact on Job Performance in the Oil and Gas sector

The source of the 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).

3.5.2 Measurement of Variables of Time Management and Its Impact on Job Performance in the Oil and Gas sector

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 positively 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. The 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, the 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.

3.6 Data Analysis of Time Management and Its Impact on Job Performance in the Oil and Gas sector

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 that it is straightforward or easy to use and has an English-like command language.

CHAPTER FOUR of Time Management and Its Impact on Job Performance in the Oil and Gas sector

 RESULTS AND ANALYSIS of Time Management and Its Impact on Job Performance in the Oil and Gas sector

4.1 Introduction of Time Management and Its Impact on Job Performance in the Oil and Gas sector  

The results of this research are reported in this chapter. Demographic file of each and every respondent, analysis of regression and correlation, reliability, and statistical analysis of obtained data for answering the questions and proving the hypotheses, are reported in this chapter.

It discusses the findings from statistical analysis and provides discussions regarding the results of the analysis. It can be said that this research is created in terms of hypothesis testing and descriptive testing. It starts with preparation, screening of data and assessing the statistical requirements which are underlying for all utilized analytical tools. It is followed by the testing of hypothesis with a summary. This study relied completely on SPSS 25 like a description for data analysis with respect to quantitative analysis. This study is carried out in terms of descriptive and testing of hypothesis for determining the impact of organizational commitment, work engagement, and time management on job performance.

4.2 Demographic Profile of Respondent of Time Management and Its Impact on Job Performance in the Oil and Gas sector 

For 285 respondents, demographic profiles were gathered for providing a precise understanding about the segregation of participants with respect to their work position, work type, work status, work duration, marital status, education level, age, and gender. These specifications were involved for giving information about demographic profile on each and every sample. Demographic profile for descriptive statistics is explained by Table 4.4 for items in this research.

Table 4.4

Summary of Demographic Profile

Just as indicated in Table 4.4, among all the participants, the population of male was more (77.7 percent) than female population (25.3 percent). In terms of age, the majority of participants was between the age of 49-40 and it represented almost 40.7 percent of all the population. The age of participants was distributed equally among the age groups of more than 60 (2.8 percent), 59-50 (9.1 percent), 39-30 (23.9 percent), and 29-20 (23.5 percent). in terms of the education level of participants, 7.7 percent had education’s Vocational school, 8.8 percent were holding Ph.D. degree, 41.1 percent had a Master’s degree, 38.9 percent of them had Bachelor’s degree, and others were 3.5 percent.

Table 4.4 showed that, the respondents’ Marital Status, 33% Married and 67% Single. Regarding to Duration of work 0-2 years were 14.4%. 2-5 years 25.3%, 5-15 years 40%, 15-25 years 16.3% and above 25 years 3.9%. In regard to Status of Work, contracted were 30.2%, Permanent were 69.8%. Regarding to Type of Work, Full-time were 70.2%, Part-time 20.4 % and Consultant 9.5%. In regard to Position at Work, Top Management were 23.9%, Department/Unite Head were 40.7%, Department/Unite Employee 30.9% and other position 4.6 %.

4.3 Descriptive Analysis of the variables of Time Management and Its Impact on Job Performance in the Oil and Gas sector

The descriptive analysis of present study’s latent constructs is described in this section. In this study, descriptive analysis of latent constructs involve standard deviation, mean, number of items, and variable names (see Table 4.5).

Table 4.5

Descriptive Statistics for variables

It is illustrated by the Table 4.5 that overall mean of every construct ranged between 3.58 and 3.41. The standard deviation in specific and mean for management of time were 0.598 and almost 3.50. It seems to suggest that participants tended to have a medium standard of perception of management of time. It has also been indicated by Table 4.5 that mean for organizational commitment was almost 3.51 and .632 as the standard deviation. This suggests that participants have a medium level of understanding about organizational commitment. In addition, the findings indicate that means is equal to 3.41 and standard deviation is equal to .686 for work engagement. It has also been illustrated by Table 4.5 that standard deviation and mean for the job performance .621 and 3.58.

4.4 Reliability of Time Management and Its Impact on Job Performance in the Oil and Gas sector

In this study, Cronbach’s alpha is a measure of the scale reliability and internal consistency for the dependent and independent variables. For this analysis, the value used between 0.79 and 0.6 to acceptability’s lower limit value and the values which are between 0.89 and 0.80 determine that questions for the dependent and independent variables are seemingly more homogeneous. The Cronbach’s alpha for Time Management .885; Organizational Commitment .857; Work Engagement .915; and Job Performance .889. Table 4.6 shows the summary about this result and indicates internal consistency and high acceptability for these variables.

In the following tables

MJP represents Job Performance

MOC represents Organizational Commitment

MTM represents Time Management

MWE represents Work Engagement

Table 4.6

Reliability

4.5 Correlation Analysis of Time Management and Its Impact on Job Performance in the Oil and Gas sector

An analysis of correlation is utilized for defining the relationship among all depended and independent variables namely Time Management, Organizational Commitment, and Work Engagement, while Job Performance is the dependent variable. Analysis of Pearson's correlation is actually ranged among -1 and +1. Such a value describes the power of the relationship between dependent and independent variables which has been indicated to be low to high or moderate on the basis of value of analysis of Pearson's correlation.

The below Table 4.7 shows that every dependent and independent variable is significant for each other. The correlation of Pearson showed that, Time Management, Organizational Commitment, and Work Engagement have a positive relationship with the enhancement of Job Performance.

Table 4.7

The correlation between the variables

4.6 Regression Analysis of Time Management and Its Impact on Job Performance in the Oil and Gas sector

Linear regression has been utilized in this study for testing three hypotheses. This analysis’s objective is all about testing the power and direction of relationship among dependent and independent variables. This technique is able to analyze which independent variable has a more powerful relationship with the dependent variable (Sekaran & Bougie, 2010). Following figure shows standardized residuals.

Table 4.8 Model Summary for Independent Variables on Dependent Variable

Table 4.9

ANOVA between Time Management, Organizational Commitment, and Work Engagement and Job Performance

Table 4.10

Coefficient Statistic between Time Management, Organizational Commitment, Work Engagement and Job Performance.

4.7 Findings of Time Management and Its Impact on Job Performance in the Oil and Gas sector 

Lastly, general summary is provided by this chapter of findings which are indicated in Table 4.11.  Summary of findings is shown in the table in relation to this study’s tested hypotheses.

Table 4.11 

Summary of Hypotheses Testing

4.8 Summary of Time Management and Its Impact on Job Performance in the Oil and Gas sector 

Thorough interpretation of the analyzed data is provided by the present chapter. In addition, data was analyzed using the descriptive statistical, regression, and Pearson’s correlation analyses. Each and every independent variable was experimented against the dependent one. A significant relationship was highlighted by the analysis between dependent and independent variables. It was also indicated that there is correlation’s high level among variables while the findings will be utilized for answering and discussing research questions. In the chapter 5, the hypotheses are tested as well.

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