Izzivi prihodnosti / Challenges of the Future,  Članek / Article 
Februar / February 2021, leto / year 6, številka / number 1, str. / pp. 1-16. 
 
* Korespondenčni avtor / Correspondence author 1 
Prejeto: 14. december 2020; revidirano: 23. december 2020; sprejeto: 26. januar 2021. /  
Received: 14th December 2020; revised: 23rd December 2020; accepted: 26th January 2021. 
DOI: 10.37886/ip.2021.016 
 
 
Time Management and Performance in Organizations 
 
Milan Ambrož
*
 
Faculty of Organisation Studies Novo mesto, Ulica talcev 3, 8000 Novo mesto, Slovenia 
 
milan.ambroz@fos-unm.si 
 
Abstract: 
Research Question (RQ): Is time management an effective strategy to improve organizational 
performance? 
Purpose: The purpose of the article was to examine research evidence on time management and 
job and organizational performance. examining past and existent research on time management 
and its association with job performance and organizational performance. 
Method: Using theorizing method of search, I examined secondary data from several readings and 
analysis of previous research studies and literature on the topic of this article. I reviewed past and 
existing literature with empirical evidence on the time management impact on job and 
organizational performance using search engines such as: DOAJ, Google Scholar, Public Med, 
Elsevier, SAGE, and other databases that contained the themes according to keywords: time 
management, job performance and organizational performance. To test associations between time 
management and job and organizational performance and to provide arguments for it, I used 
Pyramid principle method developed by Pinto (2002).    
Results: We tested the association between time management and job and organizational 
performance. Findings reveal that time management influences personal time behavior, job 
performance and organizational performance: 1) time management is panacea and not placebo, 2) 
time management successfully uses organizational resources and implements organization goals 3) 
time management requires the setting of distinctive time behaviors to impact job and 
organizational performance.   
Organization and society: The awareness of the positive role of time management in the process 
of improving job and organizational effectiveness, help the management of organization to 
understand, promote and support time behavior of employees, which results in better performance.   
Originality: The research aims at promoting time management is an important factor in following 
the organization success and helps to provide new evidence on already scarce research on the topic 
of time management. 
Limitations / further research: The research is limited due to scarcity of empirical evidence on 
the topics and due to limited research articles reviewed available in the contents of search engines 
used. Research is based on indirect associations and not on correlations, so more rational and 
quantitative method should be used in future research.   
 
Keywords: notion, time, management, job, effectiveness, behavior, performance, performativity. 
1 Introduction 
The ability to effectively use time in all endeavors in our personal corporate and institutional 
life, is a source of personal and organizational effectiveness and productivity. Time 
management is past two decades at the core of interest of managers, scholars and 
practitioners. Many research articles and books deal with the topics trying to explain the 

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benefits of time management. For example:” Getting Things Done: A radical new approach to 
managing time and achieving more at work” (Black, 1988), “Essential Management 
Checklists” (Davidson, 1986), “The Manager’s Handbook: The Practical Guide to Successful 
management” (Young, 1987); “The Art of Doing Twice the Work in Half a Time” 
(Sutherland, 2014); “The Organized Mind: Thinking Straight in the Age of Information 
Overload” (Levitin, 2014), are only a few of many books written on this topic.  
Surprisingly there is a scarce empirical evidence on research of the impact of time 
management on job performance and organizational performance. Time management is often 
viewed as a fad and researchers avoid it. However, the review of literature shows that 
companies spend a great deal of money to train employees in time management. Macan 
(1994) argues that possible causes lie in the untested belief that poor allocation of time causes 
stress and impairs performance.  
Researchers often report lack of clarity of the impact of time management on critical 
outcomes such as job performance and organizational effectiveness (Aeon & Aguinis, 2017). 
The aim of this article is to identify the influence of individual time management behaviors 
and its impact on job and organization pealrformance through the empirical research studies 
on time management, job performance, and organizational effectiveness. 
2 Theoretical framework 
Claessens (2007) argues that in the last three decades there has been great interest in 
researching the effect of time in organizational contexts. However, most studies of time in 
management and organization theory take time for granted. Conversely, there are several 
studies that address time in organization, but they are primarily unsystematic and dispersed 
(Lee and Liebenau, 1999).  
Chappell et al (2016, p.1) argue that a proper description of time remains a key unsolved 
problem. They developed the definition of time as independent property of nature: “Time is a 
scalar component and can be viewed as intrinsic geometric property of three-dimensional 
space without the need for the specific addition of a fourth dimension”.  
Newton (2003) developed universal concept of time, which is unique, indefinitely dividable 
and represents the most objective definition of time. Through the common definition, time 
can be perceived as ‘clock time’: linear, homogenous, quantifiable, independent, irreversible 
and free of contingencies. The need to measure time corresponds with the need to interact 
with other people in a society. Social time differentiates from the common notion of time in a 
social group. It corresponds to the differences in beliefs and habits of a social group. (Sorokin 
and Merton, 1937; Fulmer, Crosby and Gelfand, 2014) Hofstede (1980) argues that time has a 
cultural background. Culture impacts cognition, motivation, emotions and behavior of the 
individuals. According to Markus and Kitayama (1991) psychological processes are primarily 
culturally conditioned as well as concepts and time experiences. Social time is not a 

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continuous time, it is interrupted by critical events and dates (Sorokin and Merton, 1937). 
Furthermore, time is closely related to motion, and motion is not possible without time 
category. According to Lewis and Weigert (1981) social time is connected to meaning that 
people develop in interactive process, which is framed with physical reality of organism and 
with natural structure of institutions and organizations in a society, but institutional time is 
dominant over interaction time.  
For Giddens (1984) all social structures arise in particular time and space. Furthermore, 
Giddens (1984) determines that we can understand the dynamics of a society and its 
organizations and institutions if we put in the context of particular time and space. 
Differently, Weick in Quinn (1999) associate organizational changes with sequences of 
particular events in time. For example, Gomez da Silva and Wetzel (2007) study findings 
indicate that individual establish a reference to central events to make sense of time changes 
and to adapt to a new situation. They argue that organizational changes take place in universal 
time. Ermarth (2010) argues that it is essential to find, which time is in consideration before 
we study it. At micro level of organizational endeavor, we observe time as time behavior 
patterns, which are the result of managing time in organizational context. Claessens (2007) 
classifies time management behaviors in three types: time assessment behavior, planning 
behavior and monitoring behavior. Ahmad et al (2012, p.938) define time management as: 
“Act or process of planning and exercising conscious control over the amount of time spent 
on specific activities, especially to increase effectiveness, efficiency and productivity”. Lay 
and Schouwenburg (1993, p. 648) define time management on the level of personal endeavor 
as: “Clusters of behaviors that are deemed to facilitate productivity and alleviate stress”.  
Melville (2019) associates time management with the concept of personal performativity, 
which is seen as new mode of self-organization in organizational context. Performativity as a 
form of self - organization, impacts working conditions and includes heavier workloads, 
increased surveillance and feelings of job insecurity. Ball (2003) argues that performativity 
requires individuals to organize themselves in relation to their goals, indicators, and 
measurements. Furthermore, it influences self-concept of a new performative employee as 
‘diverse self’ (Regovec, 2014). Ainsworth and Hardy, (2008) define it as an ideal 
‘enterprising self’ with a passion for excellence. Ball (2003) argues performative notion of 
self is for some people a chance and opportunity to be successful and for others means inner 
conflicts, artificiality, and resistance.  
Melville (2019) states that performativity as a time management concept reduces workers to 
producers of performances, which are regularly compared, evaluated, and impoverished. For 
example, Jex and Elacqua (1999) found out in their research that the use of time management 
behaviors was negatively associated with strain. Respondents reported that their sense of 
control over time was associated with time management behaviors and strain. Van Eerde 
(2003) research results suggest that time management training is helpful in lessening worry 
and procrastination, decrease in perceived stress and increase in perceived control of time 
(Häfner and Stock, 2010). However, Lincoln et al (2007) study results indicate that no 

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significant improvement in time and organizational management skills took place. 
Furthermore, Adams and Blair’s (2019) research reveal that cumulative grade point average 
was significantly correlated with perceived control of time and that time management 
behavior did not significantly differ across gender, age, entry qualification, and time spent in 
the program. Kearns and Gardiner (2007) utilized university staff and students to investigate 
the relationship between time management related behaviors, perceived effectiveness, and 
work-related morale and distress. Findings reveal that a clear sense of purpose was the most 
important for perceived effectiveness at work, followed by planning and prioritizing. 
Twehues (2013, p.2) study reports that students, who are more involved on-campus with 
academics, extracurricular activities and employment opportunities achieve greater success in 
college because they develop more efficient time management skills. 
Michelatoyoshiy and Kienen (2018) analytic-behavioral interpretation on phenomenon of 
time management relevantly contributes to clarity of the types of behavior: a) Self-control, b) 
Self-knowledge, c) Decision making, and d) Problem solving and components of time 
management behaviors: a) Application of techniques or resources, b) Planning, c) 
Productivity and health, d) Academic performance, and e) Organization, required for the 
effective and autonomous individual time management. Similar study of Jackson (2009) 
defines another set of key steps to successful time management: 1) set realistic goals, 2) get 
organized, 3) delegate, 4) relax, 5) stop feeling guilty and points out that there are two 
stumbling time management blocks: procrastination and perfectionism. For example, Ziapour 
et al (2015) research findings show effective time management of nurse managers behaviors 
and factors that comprise these behaviors: setting of objectives, task prioritization, and 
mechanics of time. Results differ significantly on gender, age, education, job experience, and 
managerial experience. Furthermore, Lakein (1973) conducted two studies between Thai and 
Chinese students. Results of the Thai study show behavior strategies: managing time, setting 
goals, and sequencing tasks. Chinese participants utilized behaviors related to work 
organization, to work environment and to better time control. Additionally, Harahsheh (2019) 
and Jackson (2009) study reveals five-time management strategies: fulfilment obligations 
strategy, time planning strategy, utilization of the resources, time organizing strategy and 
priorities status strategy of resources. Porta, Anderson, and Steele (2013) found out that time 
use techniques are effective. According to Chase et al (2013), firm dedication and 
commitment to building and maintaining a productive program of research is based on 
effective time management planning. Dimitrova and Mancheva (1918) confirm that planning 
and time management is a tool to improve the effective use of time. Bahadori et al (2015) 
research findings show that among time management strategies goal setting has the highest 
priority. Moreover, Peng and Kamil (2017) found out that time management tools: 
procrastination and prioritization are of utmost importance to academic performance of 
students. Harahsheh (2019) research findings on Yarmouk Water Company in Jordan 
managers show that time management strategies: fulfillment obligations strategy, time 
planning strategy, utilization of the resources, time organizing strategy and priorities status 
strategy of resources, have positive impact on employee performance. Al hila et al (2017) 

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research findings on time behavior show that time behaviors are ranked: time management, 
time control, time planning, and organization of time.  
Findings of various research studies show the effect of time management behavior on various 
factors that improve performativity, personal effectiveness, and job performance. Eshaghieh 
and Eslami (2015) research findings reveal a positive and significant relationship between 
personal, environmental, organizational and time management factors and employee 
productivity. Using time management behavior increases employee productivity. Ahmad et al 
(2012) research findings indicate that the employees job performance in the organization were 
affected by their time management in completing the tasks during an event. Ball (2003) 
Fenner and Renn (2010) research findings show that time management as setting goals and 
priorities, moderated between work-to-family conflict and technology-assisted supplemental 
work reduced work-to-family conflict. Elsabay et al (2015) research study reveals that head 
nurses attending time waster post program report a significant relationship between time 
management and job satisfaction. Miqdadi et al (2014) showed similar results stating that time 
management is highly related to academic performance. Chanie (2020) found out that 
satisfaction with organizational policies, performance appraisals, compensation and benefits 
and planning were significantly associated with time management practices. Abduljabbr 
(2012) university research study reveal that positive relationship between time planning and 
time attitude and job performance, and inverse relationship between time wasters and job 
performance. Similarly, Awan et al (2020) study acknowledges significant impact of 
performance management system and work engagement on task and contextual performance 
of employees. Moreover, Kamaruddin et al (2017) research study among female workforce in 
Malaysia reports that time management and motivation have a significant, positive 
relationship with job performance. 
Organizational effectiveness is a concept how effective an organization is in achieving its 
goals. Georgopoulos (1957) defines the concept of organizational effectiveness as ‘success’ or 
‘worth’ or how well an organization is doing. He assumes that all organizations attempt to 
achieve certain objectives and develop products and services through the proper manipulation 
of given animate or inanimate facilities.  
Many studies deliver research data on organizational effectiveness. Studies reveal the core 
mission of organization to fulfill its mission and fulfill its goals through organizational 
effectiveness. In this process organizational effectiveness refers to processes and tools that 
increase efficiency and productivity (Ziekye, 2016). Cunningham (1997) presents seven 
alternative strategies for assessing organizational effectiveness: rational goals, system 
resources, managerial process, organizational development, bargaining, and structural 
functions.  
Organizational performance is another tool how well is organization doing. It is considered to 
be multidimensional phenomenon and is closely related to organizational effectiveness. 
Moreover, it is a sub-factor of organizational effectiveness, which is broader and linked to 

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other internal performance outcomes and external economic factors such as corporate social 
responsibility. Gond et al (2015) argue that the ‘performance’ company is a widely used 
metaphor denoting efficiency or profitability using the Lyotard (1984) in The Postmodern 
Condition links definition of performativity through the measurement of efficiency as a result 
of input/output ratio. According to Melville (2019) performativity is a system of classification 
and numeration in relation to knowledge and performance. This system is used to compare, 
judge measure and categorise the organization members performance. Performativity is 
symbolic of ‘performing – self’ in organization and the transformation of learning from 
personal space to organizational performance. Furthermore, performativity is associated with 
presenteeism phenomenon that defines modern workplace and refers to employees who work 
long working hours (Macfarlane, 2015; Cooper, 1998; Kowalski & Loretto, 2017). 
Furthermore, Richard et al (2009) argue that definition of organizational performance is an 
open question because structure and definition of it are rarely explicitly stated. According to 
Richard et al (2009) organizational performance covers three organizational outcomes: 
financial performance, product market performance and stakeholder return. March and Sutton 
(1997) link organizational performance to rational success factors, because they aggregate it 
from accounting, sales, financial reports and stories of organizational history. Han et al (1998) 
argue about the fourth outcome which is organization innovation. Suhag et al (2017) results of 
a research study in the telecommunication industry shows that product innovation, process 
innovation and organizational innovation are linked to organizational performance.  
Daniel and Santeli (2020) study reveal that there is a positive relationship between the 
organizational performance and effective time management. Sutharshini et al (2019) 
demonstrated in their study that there is a link between effective time management and 
organizational performance mediated by personal performance. The research results of 
Wahbeh et al (2016) show that time management supports the effectiveness of performance 
dimensions of the organization such as internal business processes, learning, growth and the 
sustainability. Ojokuku and Kehinde (2011) reveal existence between time management and 
organizational performance stating that time management is effective if set at the beginning of 
organizational activities. Rapp et al (2013) built and tested theory focusing on the moderating 
role of time management skill in the nonmonotonic relationship between organizational 
citizenship behaviour and task performance. Results indicate that the curvilinear association 
between OCB and task performance is significantly moderated by employees’ time 
management skill. Mohammad (2016) conducted research to predict managers’ organizational 
productivity with regard to managerial talent and time management of school managers. 
Findings reveal that managerial talent and time management significantly relate to 
organizational productivity. Ziekye (2016) states that the more efficiently organization use 
time, the more productive and effective it becomes. The author emphasizes responsibility and 
discipline as factors that enable organizational effectiveness. Contrary, Claessens, et al (2007) 
findings demonstrate that the impact of time management behaviors on work and academic 
performance is not clear.  

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At the beginning of our research, I stated this statement: Time management is effective 
strategy to improve performance, following by key question:  
 
Proposition1: Do time behavior strategies of employees improve performance?  
and followed by sub- propositions: 
- Proposition 1a: Personal time management strategies improve the effectiveness of an 
employee. 
- Proposition 1b: Personal time management strategies improve job performance. 
- Proposition 1c: Personal time management strategies improve performance of an 
organization. 
 
3 Method 
Fort the assessment of the associations between time management, job performance and 
organizational performance in a Time management and performance model (Figure 1) I used 
Pyramid principle method developed by Minto (2002). Pyramid method is based on:  
- the stating the problem of a research,  
- developing the key question and statement of a research, 
- through pyramid or hierarchical classification of arguments finding the answer to key 
question (Minto, 116).  
 
In the process of theorizing, I focused on issues in articles and books that can provide answers 
on key question and sub-questions of the research study (Hammond, 2018). 
The findings in the present paper are based on secondary data from several readings and 
analysis of previous research studies and literature. I primarily used accessible research search 
engines such as: DOAJ, Google Scholar, Public Med, Elsevier, SAGE, and other databases 
that contained the topics according to keywords. I reviewed all the extracted articles using 
keywords as a criterion for inclusion of the research articles in a study regardless of the 
publishing date: 
- Time management,  
- Job performance,  
- Organizational effectiveness,  
- Organizational performance. 
 
My research findings show that important issues on:  
- Notion of time was found in13 articles, 
- Notion of time behavior was found in16 articles,  
- Notion of time management was found in 13 articles, notion of job performance was 
found in 10 articles, 
- And notion of organizational effectiveness and performance was found in 21 articles. 
 

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These keywords were used to gather information to confirm Proposition 1, Proposition 1a, 
Proposition 1b, and Proposition 1c in a Time management and performance model (Figure 1).  
 
 
Figure1. Time management and performance model 
Figure 1 presents the time management and performance model that is based on the effective 
use of time. Model shows that time behavior (P1) is in interaction with the time management 
activities that influence personal (P1a), job (P2a), and organizational performance or 
effectiveness (P3a).  
4 Results 
To be successful and to do well in severe competitive environment, modern organization must 
adopt performative and effective organizational behavior, linked to effective time 
management to excel in productivity. Time is universal (Newton, 2003). Chappell et al (2016) 
argue that time is independent property of nature, and only people, institutions and 
organizations produce different notions and meaning of time. Social notion of time in the 
form of institutional time prevails and dominates all human and institutional activities (Lewis 
& Weigert, 1981). 
The need to measure time corresponds with the need to interact with other people in a society. 
From the organizational and time management point of view, linear notion of time or ‘clock 
time’ homogenous, quantifiable, independent, irreversible, and free of contingencies is 
measured on fixed scales in the form of seconds, minutes, days, weeks, and years (Lewis and 
Weigert, 1981). Of particular importance is the social time, or institutional time (Sorokin and 
Merton, 1937), which can be measured as a set of critical events or dates or as a sequential 
time (Weick & Quinn, 1981; Gomez da Silva & Wetzel, 2007). Furthermore, time behavior is 
affected by cultural notion of time through values, norms, and beliefs (Hofstede, 1980) and by 

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time and space of institutions (Giddens, 1991). Ermarth (2010) points out that the selection of 
the appropriate notion of time, affects the perception of time in organizational setting. On the 
individual level, organizational time presents itself as a self-organization in the form of 
performativity (Melville, 2019). Ball (2003) argues that performativity requires that 
individuals organize themselves in relation to their goals, indicators, and measurements.  
Porta, Anderson, and Steele (2013) confirms that time use techniques are effective. Harahsheh 
(2019) and Jackson (2009) findings associate time management behavior with obligations 
strategy, time planning strategy, utilization of resources, time organizing strategy and 
priorities status strategy of resources. Claessens (2007) understands time as a behavior, which 
functions as an assessment, planning and monitoring behavior. Ahmad et al (2012), 
Michelatoyoshiy and Kienen (2018), Jackson (2009) Ziapour et al (2015) Lakein et al (1973) 
(Chase et al (2013), and Dimitrova and Mancheva (1918) see it as work and activity 
organization and managing time, process of planning procrastination, prioritization, and 
sequencing tasks. 
Peng and Kamil (2017) understand it as a setting of realistic goals. Bahadori et al (2015), 
define it as delegating, and exercising conscious control of time. Moreover, Al hila et al 
(2017); Häfner and Stock (2010), and Adams and Blair (2019) link it to increased personal 
and organizational effectiveness, efficiency, and productivity. Further, Lay and 
Schouwenburg (1993), Jex and Elacqua (1999), and Van Erde (2003) time behavior explain 
as clusters of behavior that facilitates productivity and alleviate stress and reduce strain.  
Findings of various research studies confirm the effect of time management behavior on 
various factors that improve performativity, personal effectiveness, and job performance. 
Eshaghieh and Eslami (2015) state that using time management behavior increases employee 
productivity through personal, environmental, and organizational factors. Ahmad et al (2012) 
research findings show more precisely the relation between the employee’s job performance 
and the use of event time management to complete the task. Miqdadi et al (2014) and 
Abduljabbr (2012) demonstrate similar results stating that time management in the form of 
time planning, time attitude and job performance is highly related to academic performance. 
Abduljabbr (2012) even found out inverse relationship between time wasters and job 
performance. Similarly, Awan et al (2020) and Kamaruddin et al, (2017) studies acknowledge 
significant impact of performance management system and work engagement on task, 
contextual performance, and motivation of employees. For example, Chanie (2020) research 
study results show that satisfaction with organizational policies, performance appraisals, 
compensation, benefits, and planning, are the result of time usage practices. Several other 
research study results show that time management practices and technology – assisted work 
reduced work-to-family conflict and job satisfaction (Ball, 2003; Fenner and Renn, 2010; 
Elsabay et al, 2015). 
Georgopoulos (1957) defines the concept of organizational effectiveness as ‘success’ or 
‘worth’ or how well an organization is doing. According to Ziekye (2016), and Cunningham 

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(1997), organizational effectiveness refers to processes and tools that increase efficiency and 
productivity through various time behavior strategies: rational goals, system resources, 
managerial process, organizational development, bargaining, and structural functions.  
Gond et al (2015) argue that the ‘performance’ company is a widely used metaphor denoting 
efficiency or profitability through the measurement of performativity as a result of 
input/output ratio, as a system used to compare, judge measure and categorise the 
organization members performance. Lyotard (1984); Melville (2019); Macfarlane, (2015); 
Cooper (1998); Kowalski and Loretto (2017), and Richard et al (2009) argue that definition of 
organizational performance is an open question because structure and definition of it are 
rarely explicitly stated. According to March and Sutton (1997) organizational performance is 
linked to rational success factors: financial factors, product performance, and stakeholder 
return. Han et al (1998), added the fourth innovation factor, which includes: product 
innovation, process innovation and organizational innovation that are linked to organizational 
performance. 
Daniel and Santeli (2020) and Ojokuku and Kehinde (2011) and Rapp et al (2013) studies 
reveal that there is a positive relationship between the organizational performance and 
effective time management. Moreover, Sutharshini et al (2019) argue that personal 
performance mediates relationship between effective time management and organizational 
performance. Additionally, time management supports internal business processes, learning, 
and growth and sustainability. (Wahbeh et al, 2016) Further, Mohammad (2016) and Ziekye 
(2016) related managerial talent and time management to organizational productivity.  
 
 
Figure 2. Effective time management and performance model 

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5 Discussion 
According to the research findings in the literature on personal effectiveness, proposition 1a 
can be accepted: ‘Personal time management strategies improve the effectiveness of an 
employee’. Research findings confirm that linear of time, social time resulting in events time, 
and cultural time set the time notion basis for the measurement of personal performable 
behavior, and job and organizational performance. Research findings with one exception 
show that there is an association between behavior strategies, resulting in time planning 
activities, and personal effectiveness or performativity.  
Furthermore, research findings on association between personal performativity and job 
performance, give enough evidence to accept the proposition 1b: ‘Personal time management 
strategies improve job performance’. The answer is positive, as such, we can confirm 
proposition 1b. Research evidence on job performance confirms that performable behavior 
and time management planning of task execution led to effective use of time, and performable 
behavior leads to self-organization. Self-organization of a job motivates task engagement and 
increases job performance. Time planning strengthens motivation to perform the task, 
positively influences the job satisfaction, reduces conflicts in the working team and improves 
the quality of personal life.    
Research findings on the association between personal time management and organizational 
performance show that personal time planning in an opportunity to learn new competencies 
that result in higher input/output ratio of the organization and strengthens the management 
engagement in implementing time management strategies. New competencies lead to more 
successful coping with environment and to improved usage of available resources of an 
organization that lead to higher productivity and consequently to improved organizational 
performance. Evidence on association between personal time management and performance 
lead us to the acceptance of the 1c proposition: ‘Personal time management strategies 
improve performance of an organization’.    
6 Conclusion 
To summarize, I explored the role of time behaviors and time management in the relationship 
to job and organization performance.  
Firstly, I confirmed that time management is panacea and not placebo because it is the 
product of linear, social, cultural and performable time.  
Secondly, I confirmed, that time management is one of the essential and vital components for 
successful implementation of organization goals and effective use of organization resources in 
delivering superior job and organizational performance.  
Thirdly, I confirmed that time management requires setting time behaviors that result as: 
setting of a mission of organization, goals and priority setting, work and activity organization, 
planning of procrastination and prioritization, sequencing tasks, conscious control of time and 

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monitoring. This requires the engagement of disciplined and responsible time behaviors and 
systematic time management of all members of organization. 
Furthermore, time management improves employee’s competence in performing the job and 
implicitly the performance of organization. The article argues that time behaviors that form 
time management based organizational culture, are essential to development of effective time 
management on all levels of organization.  
Present research study has limited generalizations. Available research articles due to selective 
availability do not reflect the whole body of research on time management and performance 
in organizations. Furthermore, research findings do not reflect correlations, but only 
associations that can be concluded on the non-comparable research findings. It is proposed to 
use structural equation model as a method in a future research to address all possible 
correlations between variables of time management, job performance and organizational 
performance.   
Research evidence of the impact of time management on personal, job, and organizational 
performance is often unsystematic and unclear. Further research endeavour should address 
rational, emotional, cultural, and situational factors to reveal broader scope of time 
management factors that influence performance on all levels of organization.     
 
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Povzetek: 
Upravljanje s časom in organizacijska učinkovitost 
 
Raziskovalno vprašanje (RV): Ali je upravljanje s časom prava strategija za doseganje 
organizacijske učinkovitosti? 
Namen: Namen in cilj tega članka raziskati povezavo med upravljanjem s časom,  zmogljivostjo 
delovne naloge in organizacijsko učinkovitostjo. 
 Metoda: Raziskovalno temo smo razvili s pomočjo teoretiziranja. Pregledali in analizirali smo 
sekundarne podatke v literaturi in v raziskavah iz tematskega področja članka.  Pri tem smo 
uporabili indeksirane baze podatkov: DOAJ, Google Scholar, Public Med, Elsevier, SAGE in 
druge baze in vire.  Za preverjanje asocijacij med upravljanjem s časom,  zmogljivostjo naloge I 
organizacijsko učinkovitostjo smo uporabili piramidno načelo (Pinot, 2002), s katerim smo 
induktivno dokazovali raziskovalno vprašanje po metodi od spodaj navzgor.   
Rezultati: S pomočjo piramidne metode smo ugotovili, da je upravljanje s časom povezano z 
zmogljivostjo pri delovni nalogi in z organizacijsko učinkovitostjo: 1. upravljanje s časom je 
panaceja in ne placebo, 2. upravljanje s časom je učinkovit način izrabe virov pri doseganju 
zmogljivosti delovne naloge in organizacijske učinkovitosti, 3.  upravljanje s časom izhaja iz 
ustreznega organizacijskega vedenja, ki se izraža v zmogljivosti pri delovni nalogi in v 
organizacijski učinkovitosti. 
Organizacija: Zavedanje, da upravljanje s časom pozitivno vpliva na izrabo virov v organizaciji 
in s tem na zmogljivost zaposlenih in organizacije kot celote, je v pomoč menedžerjem pri 
snovanju učinkovite organiziranosti sistemov in procesov po načelih upravljanja s časom. 
 in družbenih inštitucijah, da spodbudijo in podprejo časovno učinkovito vedenje, ki se izraža v 
višji zmogljivosti in produktivnosti posameznika, organizacije in družbe.   
Družba: Članek predstavlja način, kako časovno učinkovito vedenje, ki se izraža v višji 
zmogljivosti in produktivnosti posameznika, organizacije in družbe, uporabiti za doseganje višje 
učinkovitosti pri izrabi virov ter pri doseganju višje produktivnost. Upravljanje s časom prispeva k 
bolj učinkovitemu proizvajanju, varčevanju z energijo v družbenih inštitucijah in organizacijah in 
tako prispeva k trajnostnemu razvoju. 
Originalnost: Raziskava prispeva k pojasnjevanju vloge časovnega upravljanja pri doseganju 
višje produktivnosti in učinkovitosti na osebni in na organizacijski ravni. Raziskava prispeva 
izviren pogled na časovno upravljanje virov, ki je zelo redko prisotno v organizacijskih 
raziskavah. 
Omejitve/nadaljnje raziskovanje: Raziskava ima nekatere omejitve, ki so povezane z 
dostopnostjo raziskava upravljanja s časom. Poleg tega raziskava izhaja iz posrednih povezav med 
upravljanjem s časom in zmogljivostjo, ki bi jih bilo treba v nadaljevanju preveriti s 
kvantitativnimi metodami raziskovanja.   
 
Ključne besede: pojem, čas, upravljanje,  naloga,  učinkovitost, vedenje, zmogljivost, per 
formativnost. 
 
*** 
Milan Ambrož is a Professor Emeritus at the Faculty of Organization Studies in Novo mesto. His research 
interests are human resource management, organizational culture, leadership, and time management. He has 
published several scientific, professional articles and books. He is awarding landscape and abstract 
photographer.   
*** 
 
 
Copyright (c) Milan AMBROŽ 
 
 
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