A phenomenological study of time concept and management and productivity in a sub–Saharan African context

Abstract

The purpose of this article was to investigate the concept of time and its management in relation to productivity. Consequently, this work employed phenomenological psychology to unearth the experiences of employees on the concept of time management and its impact on productivity using Ghana as a study. Participants involved both local and expatriate workers sharing their experiences on the subject matter in a conversational style. Results indicated that clock time is considered a flexible resource in both social and professional settings. Findings also revealed that time management drives productivity, and its orientation is consequential to the cultural behaviors of local employees in both public and private organizations based on the quality of their corporate cultures. Hence, rigid timelines can turn around public organizations in sub-Saharan Africa and the world as a whole.

Indigenous cultures and employee efficiency: the moderating effect of cronyism in state-owned enterprises in Ghana

“…The above findings confirm existing studies which reported that these indigenous cultures negatively affect employee efficiency (Hashimoto, 2008; Giordano and Tommasino, 2009; Van Oort and Van Nes, 2009; Yeboah-Assiamah et al , 2016; Abugre, 2017). In supporting the prior research, this study demonstrates that the indigenous cultures (gratitude, lack of punctuality, irregularity, and respect for the elderly) have distinct effects on employee efficiency and have a combined effect on employee efficiency, except that respect for the elderly will produce a positive effect.…”

“…Terms like 'Ghana-man time', 'Ghanaian time', and 'African time', have been established in our cultural lexicon and emerge during funerals, festivals, traditional durbars, and other events. Despite the push for increased punctuality in the Ghanaian public sector, the ingrained nature of lateness has led to poor outcome (Abugre, 2017). This ingrained nature demonstrates that the Ghanaian culture is collectivist (Hofstede, 1980).…”

“…Employees may go days without reporting to work. This absenteeism has largely been reduced by implementing time management policies (Abugre, 2017). However, some Indigenous cultures and employee efficiency employees cover for each other in exchange for favours, leading to conditions that allow cronyism to thrive, resulting from a collectivist society.…”

Diaspora entrepreneurs’ push and pull institutional factors for investing in Africa: Insights from African returnees from the United Kingdom

“…It is also worth noting that this is not just because of attitude, but also has to do with formal institutional weaknesses relating to relaxed rules and policies on employees' time management in public sector organisations which allow employees to provide constant excuses for absenteeism (see Abugre, 2017).…”