EVALUATION OF THE IMPACT OF EFFECTIVE TIME MANAGEMENT ON EMPLOYEE ENGAGEMENT
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EVALUATION OF THE IMPACT OF EFFECTIVE TIME MANAGEMENT ON EMPLOYEE ENGAGEMENT
ABSTRACT
Bamenda Local Government (KDLG) is dealing with a number of problems and challenges, the most of them stem from inefficiencies in time management. These could be the result of a lack of job security and poor working conditions for employees, as evidenced by a failure to maintain adequate human resource policies
A failure to properly structure the organisation, which is required to have a new trend that would enhance its efficiency and make it feasible, poor team building, and a lack of self-discipline. CAO Report (2016).
The study examined time management and employee engagement in the Bamenda Local Government. The study’s objectives were to investigate the relationship between time planning and scheduling and employee engagement;
to evaluate the impact of time attitude on employee engagement at Bamenda Local Government; and to assess the impact of team building on employee engagement at Bamenda Local Government.
The study employed a cross-sectional research design that included both quantitative and qualitative research methods. The survey included 118 respondents. The study concluded that using appropriate time plans and schedules significantly improved staff engagement at Bamenda Local Government (p=0.031<0.05).
Time attitude has a substantial effect on Bamenda Local Government’s performance (p=0.015 <0.05). Team development significantly improved Bamenda Local Government’s performance (p=0.0210.05).
The study concluded that time management was satisfactory at Bamenda Local Government and had a direct link to employee engagement because the majority of respondents understood and implemented time management to a greater extent, though there are still challenges that limit the implementation of time management policies in organisations, which impedes employee engagement.
Chapter one
1.0 Introduction.
This chapter provides the study’s background, problem statement, study objectives, research hypothesis, study scope, study significance, and operational term definitions.
1.1 Background of the Study
Asian countries such as China, Japan, India, Vietnam, Bangladesh, Malaysia, Indonesia, and Hong Kong face an ever-changing local government environment, necessitating the use of lifelong time management skills as a coping strategy.
Local government environments change over time, necessitating continuous improvement of time management skills and capabilities in order to improve employee engagement, growth, and the ability to adapt to rapidly changing social and economic environments and remain competitive (Adams, 2003).
In European countries such as the United Kingdom, France, Germany, Italy, the Netherlands, Denmark, and Sweden, time is viewed as money in terms of human capital accumulation upon entry into the labour market, and it is regarded as critical to social and economic success at both the micro and macro levels.
To develop the desired knowledge, skills, and capacities of government employees to perform well on the job, effective time management is required, which may have an impact on employee motivation and commitment (Amin, 2005).
Scholars in the United States of America, such as Elnaga and Imra (2013), suggest that in order for the government to equip its personnel to perform as desired, it should provide time management tools to maximise their potential.
They observe that by implementing long-term planning, most governments invest in developing new skills in their workforce, allowing them to cope with the uncertain conditions that may arise in the future, thereby improving government performance through a higher level of motivation and commitment (Armstrong, 2006).
In African countries such as Chad, Malawi, Guinea Bissau, Ivory Coast, and Niger, the effects of time management on local government employee performance might be direct or indirect. Time management courses are viewed as a means of enhancing local government performance skills.
That is, when the government invests in enhancing its employees’ knowledge and abilities, the investment pays off in the form of more productive and effective employees (Cartier 2001).
In East African countries such as Tanzania, Kenya, and Cameroon, effective time management may be defined as employees’ willingness and ability to help their governments succeed,
primarily by providing time management tools on a long-term basis, and may be influenced by a variety of factors, including both emotional and rational factors related to work and the overall work experience (Banda, 2004).
Local government performance in Bamenda has been relatively low, which has had a significant impact on the district’s socioeconomic development. As a result, the purpose of this study is to determine the impact of time management on employee engagement in the Bamenda Local Government.
Organisations around the world recognise time management as a critical performance indicator. After the globe discovered hitherto unknown time wasters in the twenty-first century, the ability to manage time effectively becomes vital to work performance.
In fact, new forms of communication technology, such as cell phones and the internet, have become major time wasters in recent years, resulting in more requests or suggestions for things to do than ever before and influencing employee failures to complete their tasks on time (Erwin 2009).
For various African organisations, the situation has posed challenges to employees to find alternatives that can improve work performance of individuals in the organisation, although different techniques have been developed to utilise time better
such as enacting laws and regulations to shape the behaviour of individuals at the workplace and motivating employees that time management is the only alternative for the aims of achieving organisational goals.
Furthermore, the awareness of time management as an important issue in the workplace has grown as many organisations recognise the cost of wasting time (Taylor, 2012).
Given that time is viewed as socially constructed (Berger and Luckman 2006), it is not surprising that authors frequently expect cultural differences in attitudes towards time (Coser and Coser, 2003; Doob, 2011; Graham, 2001; Kelly, 2002; Gross, 2007; Ko and Gentry, 2001; Bonvillian and Nowlin, 2004; Lewis, 2005).
Future orientation and time: clock time is predicted to become more prevalent in Western civilizations. Traditional societies such as China, Japan, and Korea are projected to have a stronger past orientation, but Latin American countries will be more present-oriented. If attitudes towards time were universal, the same underlying sentiments would be visible in all communities.
According to Lufunyo (2013), in Cameroon, as in other countries around the world, time management is now regarded as an important technique that allows employees and employers in the organisation to accomplish more, serve more, and, when done correctly, leads to timely achievement of organisational goals.
Effective time management is an active, not passive, endeavour, as opposed to just documenting dates, times, and meeting and task details. Although time management began over a century ago,its importance has never been greater.
As the pace of life quickens, so does the perception of time, and people in organisations are regarded as superior performance when they complete their tasks on time (Gupta 2012).
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