Time-related behaviour in multitasking situations

Zhang, Yan; Goonetilleke, Ravindra S.; Plocher, Thomas; Liang, Sheau-Farn Max

doi:10.1016/j.ijhcs.2005.01.002

Cited by 44 publications

(36 citation statements)

References 27 publications

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“…Similar to the research, TM behaviors in this study were significantly different according to educational status (10)(11)(12)(13)(14)(15)(16)(17)(18)(19). However, contrary to the research, they do not show significant differences according to marital status (10-18), gender (18), or time spent in management (10), but they are significantly different according to age (10)(11)(12)(13)(14)(15)(16)(17)(18). In some studies similar to this research, it has been determined that the people who had TM training are more effective in their jobs and they are better at TM (19,20).…”

Section: Discussionsupporting

confidence: 85%

“…Extra waiting times also indicate that service has failed in terms of meeting public health needs. In other cases, extra time may result in boredom and attention deficits (11,12). However, a general problem is a shortage of time.…”

Section: Discussionmentioning

confidence: 99%

“…The reasons that contribute to wasting time, such as phone calls, not being able to say "no," lack of selfdiscipline, personal or professional crises, ineffective substitution, document loss, and socializing must not be ignored (15). Planning daily activities, putting priorities in order, building up trust by making long-term plans, and configuring available time can let creative ideas emerge and worries drift away (3)(4)(5)(6)(7)(8)(9)(10)(11)(12)(13)(14)(15)(16). Thus, TM behaviors can lead to success and saving time.…”

Section: Discussionmentioning

confidence: 99%

“…Generally, though, other studies have determined that TM has a great effect on work performance (23). Also, it increases work satisfaction and decreases work stress and procrastination (2)(3)(4)(5)(6)(7)(8)(9)(10)(11)(12)(13)(14)(15)(16). Moreover, it has been shown that TM behaviors are more effective in improving performance and work satisfaction in some countries compared to others (24).…”

Section: Discussionmentioning

confidence: 99%

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Time Management Behaviors of Healthcare Managers and the Effects of Demographic Variables

Yanik¹,

Ortlek²

2016

Iran Red Crescent Med J

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Background: Using time effectively has become increasingly important in terms of the successful performance of healthcare managers. Objectives: In this study, the time management behaviors of healthcare managers and the effects of demographic variables on these behaviors are determined. Methods: This cross-sectional and descriptive research was carried out on managers from five hospitals in Tekirdag, Turkey. The data was collected with the survey method. The research population of 175 managers were targeted with an initial invitation to participate in the study. However, only 163 managers accepted the invitation to complete a questionnaire. SPSS for Windows 15.0 package software was used to analyze the data. Results: For managers, general planning, meeting management, determining priorities, substitution, table and file folder set up, procrastination, and answering unnecessary phone calls were found to occur frequently; general time management was also found to consume a significant amount of time, whereas saying "no" to visitors was determined to be of only an average level of time consumption. With respect to the scores of women, determining priorities, saying "no" to visitors, table and file folder set up, and procrastination took up more time than they did for men. Conclusions: It was determined that demographic variables do affect the time management behaviors of healthcare managers.

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Section: Discussionsupporting

confidence: 85%

Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

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Time Management Behaviors of Healthcare Managers and the Effects of Demographic Variables

Yanik¹,

Ortlek²

2016

Iran Red Crescent Med J

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“…Thus, it is not surprising that polychronicity has fascinated both researchers and managers around the world (Canada: Benabou, 1999;France: Conte, Rizzuto, & Steiner, 1999; Germany: König, Bühner, & Mürling, 2005; Hong Kong: e.g., Zhang, Goonetilleke, Plocher, & Liang, 2005; Netherlands: e.g., Kaplan & Waller, 2007;Peru: Espinoza, 1999; Singapore: W. Lee, Tan, & Hameed, 2005;Switzerland: König et al, 2005; US: e.g., Bluedorn, 2002), who have lauded polychronicity as a key individual difference for performance in contemporary organizationsfor example, as an "important employee trait that has specific and clear relevance to the eclectic and fast-paced" work environment (Arndt, Arnold, & Landry, 2006, p. 320).…”

Section: Time For Reflection: a Critical Examination Of Polychronicitymentioning

confidence: 99%

Time for Reflection: A Critical Examination of Polychronicity

2010

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Both researchers and practitioners are increasing their attention to the multitasking demands of contemporary work contexts, and previous work suggests polychronicity plays a central role in the motivation of individuals to perform multiple tasks simultaneously. However, our detailed examination of existing literature reveals a wide range of conceptualizations and operationalizations of this construct, as well as incongruent results concerning the effects of polychronicity on behavior and performance. In this article, we develop recommendations for defining and measuring polychronicity more precisely, we examine and compare existing work on predictors of polychronicity, and we address the equivocal relationship between polychronicity and performance. We conclude with implications for future research.

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