Group-level constructs are often derived from individual-level data. This procedure requires a composition model, specifying how the lower level data can be combined to compose the higher level ...construct. Two common composition methods are direct consensus composition, where items refer to the individual, and referent-shift consensus composition, where items refer to the group. The use and selection of composition methods is subject to a number of problems, calling for more systematic work on the empirical properties of and distinction between constructs composed by different methods. To facilitate and encourage such work, the authors present a methodological framework for addressing the distinction between and the baseline psychometric quality of composed group constructs, illustrated by an empirical example in the group job-design domain. The framework primarily represents a developmental tool with applications in multilevel theory building and scale construction, but also in meta-analysis or secondary analysis, and more general, the validation of group constructs.
We studied the relation between time management tendency and daily creativity in a diary study among 68 R&D engineers reporting on 412 workdays. The direct effect of time management tendency on daily ...creativity was positive, and the effect on its dispersion was negative. Theorizing that time management frees up cognitive and affective resources, we tested the mediating effect of concentration and positive affect in the relation between time management tendency and daily creativity at work. Multilevel analyses showed some support for an indirect effect of concentration, but not for an indirect effect of positive affect. In our analyses, we controlled for innovative cognitive style. Overall, we conclude that time management tendency provides benefits for daily creativity at work. (PsycInfo Database Record (c) 2022 APA, all rights reserved) (Source: journal abstract)
A review of the time management literature Claessens, Brigitte J.C; van Eerde, Wendelien; Rutte, Christel G ...
Personnel review,
02/2007, Letnik:
36, Številka:
2
Journal Article
Recenzirano
Purpose - The purpose of this article is to provide an overview for those interested in the current state-of-the-art in time management research.Design methodology approach - This review includes 32 ...empirical studies on time management conducted between 1982 and 2004.Findings - The review demonstrates that time management behaviours relate positively to perceived control of time, job satisfaction, and health, and negatively to stress. The relationship with work and academic performance is not clear. Time management training seems to enhance time management skills, but this does not automatically transfer to better performance.Research limitations implications - The reviewed research displays several limitations. First, time management has been defined and operationalised in a variety of ways. Some instruments were not reliable or valid, which could account for unstable findings. Second, many of the studies were based on cross-sectional surveys and used self-reports only. Third, very little attention was given to job and organizational factors. There is a need for more rigorous research into the mechanisms of time management and the factors that contribute to its effectiveness. The ways in which stable time management behaviours can be established also deserves further investigation.Practical implications - This review makes clear which effects may be expected of time management, which aspects may be most useful for which individuals, and which work characteristics would enhance or hinder positive effects. Its outcomes may help to develop more effective time management practices.Originality value - This review is the first to offer an overview of empirical research on time management. Both practice and scientific research may benefit from the description of previous attempts to measure and test the popular notions of time management.
In a longitudinal field study of 37 professional project teams over almost 2 years, we investigated the dynamic relationship between perceptual shared cognition and team potency in predicting team ...performance. Our main results show that initial levels and change in perceptual shared cognition explain team performance outcomes through initial levels and change in team potency, respectively. Thereby, our findings confirmed that initial levels and change in team potency operated as an explanatory mechanism for the relationship between shared cognition and team performance. Interestingly, shared cognition change shows larger benefits on team performance outcomes than initial levels. In addition, we show differential relationships of task‐ and time‐related shared cognition with the quality and timeliness criteria of team performance. Whereas shared task cognition predicts team performance in terms of both output quality and timeliness, shared temporal cognition predicts timeliness only. Altogether, this research suggests the unique theoretical value of change in perceptual shared cognition in explaining team performance and of affective‐motivational team states as an alternative explanatory mechanism for the impact of shared cognition on team effectiveness.
Practitioner points
Team members’ perceptions of being on the same page about their collaborative task and its temporal elements boost their confidence in the team's capabilities, thereby improving team performance.
Team members’ perceived agreement about the ‘what’ of their collaborative task is conducive to both project quality and timeliness. Their perceived agreement on the ‘when’ of task accomplishment further facilitates a timely project completion.
Team members’ cognitive consensus about the task and its temporal elements are subject to change, so is their confidence in the team's capabilities. Initial disagreements do not necessarily warrant eventual detriments, but performance excellence does require that cognitive consensus is being maintained and improved throughout the project.
This study investigated two mediation models of time management. The first model consisted of parts of Macan's (1994) model. The second model combined this model with Karasek's (1998) Job ...Demand-Control model. Two sets of self-report questionnaires were collected and were analyzed using structural equation modeling. The first model, in which perceived control of time was hypothesized to fully mediate the relation between planning behavior and work strain, job satisfaction, and job performance, was found to be less adequate than the second model, which added workload and job autonomy as independent variables. Results also indicated that partial, rather than full, mediation of perceived control of time fitted the data best. The study demonstrated the importance of studying both planning behavior and job characteristics, which was not part of past research.
In an interview study among 25 architects we investigated how activities were allocated over time in the design phase of an architectural project. Specifically, linking the literatures about pacing ...behavior and incubation, we set out to identify patterns related to how the interviewees paced their activity before a deadline. We used two types of materials to stimulate the answers in the interview: 1) standard graphs, developed in previous research; 2) a timeline. Five main themes emerged, that were termed pacing; milestones; multiple projects; deadlines; and quality–time trade-offs. Based upon the results we propose a model that includes overlapping U-shapes of activity, that is, most activity at the start of a project and right before a deadline. A second study provided a comparison of the pacing patterns among 85 respondents in jobs that required different levels of creativity. Not only U-shape pacing, but also deadline pacing was more common in creative jobs, whereas early starting patterns were less common. The two studies provide insight into how professionals in creative jobs deliberately use pacing that allows for incubation.
In healthcare, performance indicators are increasingly used to measure and control quality and efficiency of care-providing teams. This article demonstrates that when controllability is emphasized ...during indicator development, the level of task uncertainty influences the type of resulting performance indicators. We report findings from a field study in a medical rehabilitation centre in The Netherlands, where four low task uncertain teams (‘hand trauma’, ‘heart failure’, ‘amputation’, ‘chronic pain’), and four high task uncertain teams (‘children with developmental coordination disorders (DCD)’, ‘parkinson's disease’, ‘young children (0–4 years) with developmental disorders’, and ‘acquired brain injuries’) participated in the development of performance indicators using the Productivity Measurement and Enhancement System (ProMES) method. Results show that teams higher on task uncertainty developed relatively more process indicators compared to outcome indicators, whereas the reverse was true for teams lower on task uncertainty. Additionally, process indicators developed by high task uncertain teams were more of a problem solving nature than process indicators developed by low task uncertain teams, which had a more procedural character. The study expands existing knowledge by providing a framework which explicates the task processes to be executed under different levels of task uncertainty, and in line with that appropriate performance indicators for healthcare teams.
Personality and team performance: a meta-analysis Peeters, Miranda A. G.; van Tuijl, Harrie F. J. M.; Rutte, Christel G. ...
European journal of personality,
08/2006, Letnik:
20, Številka:
5
Journal Article
The interaction effects of time management, work demands, and autonomy on burnout were investigated in a survey study of 123 elementary teachers. A 3-way interaction between time management, work ...demands, and autonomy was hypothesized: The combination of high work demands and low autonomy was predicted to lead to burnout for teachers low in time management and not, or to a lesser extent, for those high in time management. This hypothesis is confirmed for emotional exhaustion, the most predictive dimension of teacher burnout, and partly confirmed for the personal accomplishment dimension. Generalizability to other contactual occupations is discussed.
Nous nous sommes demandés, dans cette étude, si les groupes étaient mieux à même de respecter les délais quand leurs membres partageaient les mêmes cognitions temporelles, c’est‐à‐dire quand ils ...s’accordaient sur les dimensions temporelles de leur tâche. Dans une étude longitudinale portant sur 31 groupes, nous avons étudié l’effet des cognitions temporelles partagées sur le respect d’un délai et exploré deux antécédents des cognitions temporelles partagées: la cohérence des rythmes des membres du groupe et l’échange des rappels concernant le temps. Nos résultats montrent que ces deux facteurs ont un impact sur les cognitions temporelles partagées et cela à différentes étapes du travail collectif. De plus, il est apparu que les cognitions temporelles partagées pouvaient aussi bien faciliter que contrecarrer le respect des délais: cela dépend des rythmes des membres du groupe.
In this study, we examined whether groups were better able to meet deadlines when group members had shared temporal cognitions, that is, when they agreed on the temporal aspects of their task. In a longitudinal study involving 31 groups, we studied the effect of shared temporal cognitions on meeting a deadline and explored two antecedents of shared temporal cognitions: the similarity in group members’ pacing styles and the exchange of temporal reminders. Our findings suggest that both antecedents are relevant to shared temporal cognitions, be it at different stages of group collaboration. Furthermore, we found that shared temporal cognitions may either facilitate or impede meeting a deadline, depending on the content of group members’ pacing styles.
PDF
