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 daily diary study investigates the relation between sleep quality during the night and its effect on procrastination at work during the next workday. Previous research has shown that sleep ...quality is an important variable for work behavior at the daily level, including employee performance, safety, health, and attitudes, such as work engagement. Also, sleep quality has been found to be negatively related to next-day work procrastination. However, these studies did not address trait differences that may be involved. In other words, they have not investigated whether all employees experience the effects of sleep quality on procrastination similarly. We explore the moderating effect of trait self-control.
Seventy one full-time employees (51% male) working in various industries participated, including finance or banking (17%), government or education (13%), construction (7%), health care (7%), sales or marketing (6%), and others. Average age was 35.20 years (
= 12.74), and average employment tenure was 13.3 years (
= 13.16). Participants completed a one-shot general electronic questionnaire (to assess trait self-control, using a four-item scale adapted from Tangney et al., 2004). Subsequently, these employees received two daily electronic questionnaires to assess sleep quality (measured with one item from the Pittsburgh Sleep Quality Index (Buysse et al., 1989), and a three-item scale of procrastination (adapted from Tuckman, 1991) over the course of 10 workdays, resulting in 465 pairs of matched morning-afternoon measurements (65% response).
Results of multilevel regression analyses showed that sleep quality was negatively related to work procrastination the next day. Sleep quality, however, also interacted with trait self-control in impacting work procrastination, such that low sleep quality affected employees low in trait self-control, but not employees high in trait self-control.
The findings of this study qualify earlier research showing the relation between procrastination and sleep quality. We show that the relation is only present for those who have low trait self-control; employees with high trait self-control tend to be immune to low sleep quality. Thus, general advice or interventions to improve sleep quality may be restricted to a selection of employees that are truly affected.
Polychronicity and multitasking have been described as being indispensible in work today because they enable people to use their time flexibly and effectively. We conducted a diary study among 93 ...employees during the mornings and evenings of 5 consecutive workdays (n = 418 observations). The study used hierarchical linear modeling with polychronicity and other personal characteristics at the person level, and multitasking behavior along with multitasking opportunities, interruptions, and unplanned work as antecedents, and affective well-being and self-rated performance as outcomes at the day level. We found several relations between antecedents and multitasking, as well as between multitasking and consequences. Polychronicity interacts with these relationships, such that polychronic individuals' affective well-being and self-rated performance are less affected on days with much multitasking compared to monochronic individuals.
This meta-analysis contains the correlations of 121 studies examining the relation between procrastination and personality variables, motives, affect, and performance. The largest negative effect ...sizes were found in relation to conscientiousness and self-efficacy, and the largest positive relation was found with self-handicapping. Affect was moderately related, as well as performance outcomes, and motives were weakly correlated. Many of the effect size categories were heterogeneous, indicating that moderators may play a role. However, the majority of studies did not account for moderators. It is argued that this is a serious shortcoming and that a different type of research is needed to study procrastination in a meaningful way.
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 this study, we extend the research on lateness for meetings and appointments by taking a cultural norms perspective among South African (n = 76), Dutch (n = 86), and Pakistani (n = 83) ...respondents. Based upon the distinction between clock time and event time cultures, we examined time norms related to lateness. Pakistani respondents (from an event time culture) differed from the other two groups (from clock time cultures) in how they defined lateness to business meetings. Also, they found larger time intervals of lateness acceptable for appointments than the other two groups Based upon considerations related to power distance, we additionally tested whether not only clock or event time but also status would matter to lateness norms. In contrast to the South African and Pakistani respondents, Dutch respondents did not allow longer waiting times for people with higher status. We discuss our results in light of theoretical and practical implications and provide suggestions for future research.
PurposeThe purpose of this paper is to examine how temporal leadership relates to employee innovative job performance through pro-social rule breaking for efficiency (PSRB_E) and vigor. As such, it ...draws from both motivational and affective perspectives to investigate the way in which leaders manage employees' time to boost employee innovation at work.Design/methodology/approachThis study adopts a two-source survey with coworker dyads from multiple organizations in China. Two hundred and three focal employees rated temporal leadership, time pressure and vigor. Each focal employee was rated by a coworker on PSRB_E and innovative job performance. Structural equation modeling (SEM) and bootstrapping techniques are used to examine the hypothesized relationships with the R package for latent variable analysis (i.e. lavaan).FindingsThe results suggest that temporal leadership positively relates to employees' innovative job performance through the mediations of their PRSB_E and vigor, respectively.Originality/valueThis study is one of the first that sought to understand the effect of temporal leadership on employee innovative job performance. It also casts light upon the motivational and affective mechanisms underlying such a linkage.
Some studies have assumed close proximity to improve team communication on the premise that reduced physical distance increases the chance of contact and information exchange. However, research ...showed that the relationship between team proximity and team communication is not always straightforward and may depend on some contextual conditions. Hence, this study was designed with the purpose of examining how a contextual condition like time pressure may influence the relationship between team proximity and team communication. In this study, time pressure was conceptualized as a two‐dimensional construct: challenge time pressure and hindrance time pressure, such that each has different moderating effects on the proximity–communication relationship.
The research was conducted with 81 new product development (NPD) teams (437 respondents) in Western Europe (Belgium, England, France, Germany, and the Netherlands). These teams functioned in short‐cycled industries and developed innovative products for the consumer, electronic, semiconductor, and medical sectors. The unit of analysis was a team, which could be from a single‐team or a multiteam project. Results showed that challenge time pressure moderates the relationship between team proximity and team communication such that this relationship improves for teams that experience high rather than low challenge time pressure. Hindrance time pressure moderates the relationship between team proximity and team communication such that this relationship improves for teams that experience low rather than high hindrance time pressure.
Our findings contribute to theory in two ways. First, this study showed that challenge and hindrance time pressure differently influences the benefits of team proximity toward team communication in a particular work context. We found that teams under high hindrance time pressure do not benefit from close proximity, given the natural tendency for premature cognitive closure and the use of avoidance coping tactics when problems surface. Thus, simply reducing physical distances is unlikely to promote communication if motivational or human factors are neglected. Second, this study demonstrates the strength of the challenge–hindrance stressor framework in advancing theory and explaining inconsistencies. Past studies determined time pressure by considering only its levels without distinguishing the type of time pressure. We suggest that this study might not have been able to uncover the moderating effects of time pressure if we had conceptualized time pressure in the conventional way.
The author examined the impact of time management training on self-reported procrastination. In an intervention study, 37 employees attended a 1 1/2-day time management training seminar. A control ...group of employees (n = 14) who were awaiting training also participated in the study to control for expectancy effects. One month after undergoing time management training, trainees reported a significant decrease in avoidance behavior and worry and an increase in their ability to manage time. The results suggest that time management training is helpful in lessening worry and procrastination at work.
This meta-analysis integrates the correlations of 77 studies on
V. H. Vroom's (1964)
original expectancy models and work-related criteria. Correlations referring to predictions with the models and ...the single components-valence, instrumentality, and expectancy-were included in relation to 5 types of criterion variables: performance, effort, intention, preference, and choice. Within-subjects correlations and between-subjects correlations were included separately. Overall, the average correlations were somewhat lower than reported in previous narrative reviews. In certain categories, moderators pertaining to the measurement of the concepts were analyzed with a hierarchical linear model, but these moderators did not explain heterogeneity. The results show a differentiated overview: the use of the correlational material for the validity of expectancy theory is discussed.
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