The Impact of Time Wastage on Employees

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Recommended: Explanation and reflection on time management techniques and how they are used

The purpose to the study is to investigate that time which is considered not to be less than money, when sales force is involved in activities of extra unnecessary documentation The time wastage leads to employee low morale, more absenteeism, high job dissatisfaction and low organizational commitment. Due to time wastage in extra documentation activities the performance of employee decreases which directly effect on firm productivity and profitability. The research study is basically based on quantitative research technique. This study focuses on the impact of time wastage in sale force on employee intentions to quit; time wastage is taken in this study as an independent variable (I.V) whereas employee intention to quit is taken as a dependent variable (D.V). Various other measures of employee intention to quit are also included in this research study, which are employee role stress, employee commitment and employee job satisfaction. This research study highlights the importance of employee time wastage and its effects on employee performance within the Pakistani organizations.

Key Terms: Time wastage, Intentions to quit, role stress, employee commitment, job- satisfaction

II

SECTION-I

INTRODUCTION

In an era of increased competition, leaders recognize the importance of time wastage and employee intention to quit more than before. The time wastage leads to employee low morale, more absenteeism, high job dissatisfaction and low organizational commitment. Due to time wastage in extra documentation activities the performance of employee decreases which directly effect on firm productivity and profitability. With a support from upper level management, the contribution to the filed activities and documentation can ...

... middle of paper ...

...Journal of Applied Psychology, Vol. 82 No. 2, pp. 262-70.

Rizzo, J.R. (1970). “Role conflict and ambiguity in complex organizations”, Administration Science Quarterly, Vol. 15 No. 2, pp. 150-63.

Singh, J. (1994). “Behavioral and psychological consequences of boundary spanning burnout for customer service representatives”, Journal of Marketing Research, Vol. 31 No. 4, pp. 558-69.

Schwepker, C.H. (2001). “Ethical climate’s relationship to job satisfaction, organization commitment, and turnover intention in the sales force”, Journal of Business Research, Vol. 54 No. 1, pp. 39-52.

Spector, P.E. (1997), Job Satisfaction: Application, Assessment, Causes, and Consequences, Sage Publications, Thousand Oaks, CA.

Weeks, W.A. and Kahle, L.R. (1990). “Salespeople’s time use and performance”, Journal of

Personal Selling and Sales Management, Vol. 10 No. 1, p. 29.

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