Background: One of the most task-relevant attributes in contemporary business environments relates to effective time management. Time management is directly related to employees' psychological impacts; it influences work-related aspects such as stress, employee turnover, well-being, job satisfaction, and job performance. Purpose of the study:The study determines the psychological impacts of time management on employees within a sector high in time demand and dependent on pre-set deadlines -event management, which is an under-examined business sector.Design/methodology/approach: An explanatory, deductive research approach was selected where an existing theoretical framework was applied to a sector high in time demand. The study used a quantitative approach -using a self-administered questionnaire representing the different dimensions identified in the time management environment (TiME) measurement scale -to collect data from 151 respondents in South Africa (RSA). Hierarchical regression analyses were performed to measure psychological impacts on employees based on their time management practices Findings: Positive and negative psychological impacts were experienced based on the dimensions on the TiME scale. Positive psychological experiences resulted from the avoidance of procrastination, setting of deadlines, sufficient supervisory and procedural support, and sound time allocation. However, the tendency to focus on only one task could negatively influence the psychological impacts.Recommendations/value: The cost of employees experiencing negative psychological impacts is high and could lead to stress, procrastination, and demotivation. This could lead to loss of productivity, missed deadlines, and loss of contracts. To prevent these negative impacts, organisations could add policy recommendations to implement effective time management daily.
Women are the pillars of every healthy society. Numerous socio-cultural practices, especially patriarchy and religion in African communities deprive women of equality and justice across all sectors of society. However, younger and educated generations seem to adopt a different attitude. This paper explores the impact of South African culture and the work-life balance (WLB) of women in managerial positions since the democracy’s inception. A survey based on elements of three complementary theories: the role of congruity, feminism and cultural dimension theories was used to collect data from 187 women in leadership positions in the Mangaung metropolitan municipality in the Free State province of South Africa giving a 75% return rate. A factor analysis was conducted to determine the loading of items. The reliability of instruments using the Cronbach alpha value was reported at 0.87. Results reveal that 47.1% bemoan cultural tendencies at work. Furthermore, 35.7% opined that the choice between adoption and conceiving children is non-negotiable, despite pressing work demands and 34.3% agreed that culture makes them feel guilty if they give their work preference over their family life. Crafting human resource strategies that advocate for ‘gender equality or sensitivity’ and harmonise the work-life balance of female staff in order to enhance their performance in a sustainable way is long overdue and needs to be prioritized by any South African organizations.
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