CHAPTER ONE

INTRODUCTION

1.1 Background of the Study

In the beginning of civilization around the world, people have always look out for

easier and most efficient ways to do something, whether they were attempting to

capture animals in order to get food or ignite a fire more efficiently through friction.

Yet nobody has taken a deliberate, scientific approach to doing it better with less work

until the late 1800s or the early 1900s the founder of science Frederick Winslow

Taylor unveiled his book titled: “The Principles of Scientific Management" in 1911.

The book became the first launching pad for the new time management along with

Frank and Lillian Gilbreth's work (Orgenstern, 2014).

It was launched as a quest to boost industrial competitiveness, concentrating on the

quality of individual employees, extend progressively into the workplace and finally

even covering the home area. In order to boost efficiency, he found the best way to do

any job by standardizing work practices and resources (Orgenstern, 2014). This ideal

was what gave birth to the modern day time management. According to Alvani

(2011), the essence of time management made managers to observe the work, find the

“one best” way of doing it, breaking the task into discrete actions, and then train the

workers to do the task properly. The essence of all this, is to efficiently maximise

time.

Thus, time is an essential resource every manager needs to achieve the goals and

objectives of an organization. It is so delicate that it cannot be saved but can only be

1
spent and once misused it can never be regained. Every manager is looking for ways

to improve time management. Whether it is the management of an organization

looking for business improvement or an individual looking for ways to better spend

their time, time management is important to both (Dwight, 2012).

The goal of every organization is to achieve effectiveness in all the sectors of business

endeavour. Effectiveness refers to doing the right things or occupying oneself with the

right things (Kinicki & Kreitner, 2013). The concept of effectiveness is linked to the

assumption that organizations are goal-oriented. Kinicki and Kreitner (2013) argued

that effectiveness is essential for improving results; and in order to perform

effectively, clarity is needed. In another development, Dwight (2012) viewed

effectiveness as a qualitative characteristic that indicates the extent to which targeted

problems are addressed and the degree to which preset goals and objectives are

achieved by employees. Nwadukwe and Court (2012) contended that if workers do

not know what results are expected of them, there is a risk that they will work but will

not perform effectively, which means that they are not doing the right things and so

their contribution will be that of the opposite. Organizational effectiveness is a clear

sign of a good business performance, although these variables are interdependent

(Dwight, 2012).

In African context, time is perceived differently towards more relaxed attitudes,

leisurely, and less carefully scheduled lifestyle found in developing countries as

Waiguch et al. (2019) argued that in less industrialised tropical societies, time may be

seen to flow slowly and negligence in managing of time is clearly reflected in low

productive and poor standard of living, many layers of management that complicate

2
communication with too many unnecessary meeting and undefined responsibilities.

Such a situation indicates that individuals do not have time management skills that

influence the performance of a work which can be informal or formal (Solomon et al.,

2019).

Studies have empirically demonstrated the relationship between time management

practices and organisational performance (Miqdadi et al., 2014; Njagi and Malel,

2012; Nonis et al., 2011). Time management practices are however, influenced by

culture (Nonis and Sager, 2013). As such, different cultural settings could influence

organizational time management practices which would then influence the overall

organizational performance. As a result, the findings on the relationship that exists

between time management practices and job or firm performance could be contextual,

and therefore, not generalizable.

Importantly, the time orientation of a culture affects how time is valued and also

controlled (Arman and Adair, 2012). The way time is perceived and also controlled

has an effect on the performance of tasks. Thus, arising from the differing perceptions

of time and its management across cultures can pose a serious problem for a global or

multinational organisation that has to deal with different cultural settings/context. In

other words, culturally different attitudes to time management can be extremely

harmful in such organisations as it affects cross-cultural communication (Bouncken,

2014).

For instance, the perceived poor service delivery in the public service of Nigeria has

been widely attributed to the cultural mindset and orientation of public servants in

3
Nigeria (Igbokwe-Ibeto and Egbon, 2012). This is particularly the case given that

national culture has an influence on organisational culture (Hofstede, 2011). For

instance, Rosen (2012) argues that the national culture applies to social interactions

and power relationship, both within and outside of formal organisations. The national

cultures are usually deeply engraved in employees and influence organizational

culture. National culture influences managerial decision-making, leadership styles,

and human resource management practices (Willmott, 2010).

However, the practice of time management is significantly affected by the

organisational culture (Nonis and Sager, 2013). According to Lufunyo (2013) time

management is seen as an important technique that allows managers in the

organisation to accomplish more, serve more and if undertaken in a good way, is a

customer oriented profession. Effective use of time is an active, not passive,

undertaking rather than simply recording dates, times and details of meetings and

tasks (Gupta, 2012). Although time management had its start over a hundred years

ago, the need for time management is greater than ever. As the pace of life increases,

the perception of time changes whereby people in the organisations are considered a

superior performer when achieve the goals on time. Thus, time management helps in

achieving individual and organisational goals in view of the limited amount of time

available to man. Time more than ever before, is being recognised as an individual’s

most valuable, non-renewable resource. And time is viewed more as an investment

strategy than efficiency tools. In the right of this study, the research aimed to

investigate time management and organisational performance of Deposit Money

Banks In Enugu State, Nigeria.

4
1.2 Statement of Problem

When it comes to the corporate world, time is regarded as money, and therefore, we

see that the organizations which inculcate the habit of time management in their

employees are high in productivity. This makes time management one of the most

important aspects of a successful organisation. Effective time management involves

analysing how organisations spend their time in deciding how to achieve their goals

through organisational performance.

According to International Labour Organization (ILO) (2016), time management has

become a major challenge to Managers. Organizations face a number of problems and

challenges centering on inefficiencies in its time management. These could be stated

as follows: Lack of Job security and poor working conditions of employees; Lack of

adequate maintenance of human resource policy; Lack of proper structuring of the

organization which is required to have a new trend that would enhance its efficiency

and make it feasible; Poor team building and Lack of Self-discipline.

In the case of banking industry, majority of the staff spend their limited time attending

to unproductive services, hence hindering the flow of service to customers. This

creates long queue in many banks as customers’ issues takes longer time to rectify

(Igbokwe-Ibeto and Egbon, 2012). This become a great concern for this study, hence

to provide solution the study aimed to investigate time management and

organisational performance of Deposit Money Banks In Enugu State, Nigeria.

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1.3 Objectives of the Study

The broad objective of the study is to examine time management and organisational

performance of Deposit Money Banks In Enugu State, Nigeria. The specific

objectives are

i. To determine the effect of time planning on service delivery

ii. To ascertain the extent to which staff attitude to time affect organisational goal

attainment.

iii. To examine the extent to which time waster affect completion of assigned

duties in organisation.

1.4 Research Questions

For the purpose of this research, the following research questions were formulated to

guide this study:

i. How does time planning affect service delivery?

ii. What extents does staff attitude to time affect organisational goal attainment?

iii. What extent does time waster affect completion of assigned duties in

organisation?

1.5 Research Hypothesis

Ho1: Time planning has significant positive effect on service delivery.

Ho2: Staff attitude to time has significant positive effect on organisational goal

attainment.

6
Ho3: Time waster has significant positive effect on completion of assigned duties in

organisation.

1.6 Significance of the Study

This study aimed at creating awareness and assessing time management in improving

organizational performance in public sector, Therefore the study is expected to be of

much value to the number of people as Follows:

Members of organization will be informed on importance of time management in

increasing performance Also, it will help decision makers to formulate different

strategies which will help the implementation of time management

The researchers will be benefited by identifying variable areas for further Research,

and will be used as an additional reference to researchers on time management. It will

also add knowledge to the academic community and stimulate further research in the

field Time management.

1.7 Scope of the Study

Content scope: This will be limited to selected banks in Enugu metropolis of Enugu

state. The study will look specifically on the following variables: time planning, time

attitude and time waster which are the independent variables while service delivery,

organisational goal attainment and completion of assigned duties as the dependent

variables.

Geographical scope: Geographically, this work will be restricted to the activities of

the selected banks in Enugu State

7
Time Scope: This study covers the period of January 2021 to August 2021.

1.8 Definition of Terms

Time: The event that occurs in human life can be ordered from the past, the present,

into the future and both can be measured in their duration and interval between them.

Management: It is the process of getting activities completed efficiently and

effectively with and through other people.

Performance: The performance of individuals is measured on the magnitude and

qualities of that magnitude, thus standards are set and individuals should perform the

work in reflection to benchmark.

Time management: This is the process by which managers and individuals make

optimal use of time so that they can attain the goals that would enable them to be

effective in their performance.

Work performance: This is the behaviour or actions that are relevant to the goals of

the organisation.

Organisational performance: Refers to the sum of accomplishments achieved by all

businesses/departments.

8
1.9 Profile of Selected Banks

First Bank of Nigeria

First Bank of Nigeria Limited (FirstBank) is Nigeria’s premier commercial bank and

most valuable banking brand. With over 10 million active customer accounts and

more than 750 business locations, we provide a comprehensive range of retail and

corporate financial services to customers and investors wishing to explore the vast

business opportunities available in Nigeria and our business locations across Africa,

Europe, Middle East and Asia. To live our promise of ‘YOU First’, we design

products and services to support your personal, family and business needs. Our array

of products – cards, channels, transfer services, loans & advances, deposit products,

guarantees, distributorship financing, cash management and foreign trade service –

create convenience for your transactions, empower your businesses and offer

flexibility of choice. We are leveraging on technology to drive optimised and cost

effective service delivery, enhance transaction efficiency, risk management as well as

entrench collaboration, innovation and creativity across the group.

First Bank of Nigeria Limited (“FirstBank”), established in 1894, is the premier Bank

in West Africa, Nigeria’s number one bank brand and the leading financial services

solutions provider in Nigeria. The Bank was founded by Sir Alfred Jones, a shipping

magnate from Liverpool, England. With its head office originally in Liverpool, the

Bank commenced business on a modest scale in Lagos, Nigeria under the name, Bank

of British West Africa (BBWA).

9
In 1912, the Bank acquired its first competitor, the Bank of Nigeria (previously called

Anglo-African Bank) which was established in 1899 by the Royal Niger Company. In

1957, the Bank changed its name from Bank of British West Africa (BBWA) to Bank

of West Africa (BWA). In 1966, following its merger with Standard Bank, UK, the

Bank adopted the name Standard Bank of West Africa Limited and in 1969 it was

incorporated locally as the Standard Bank of Nigeria Limited in line with the

Companies Decree of 1968.

Changes in the name of the Bank also occurred in 1979 and 1991 to First Bank of

Nigeria Limited and First Bank of Nigeria Plc, respectively. In 2012, the Bank

changed its name again to First Bank of Nigeria Limited as part of a restructuring

resulting in FBN Holdings Plc (“FBN Holdings”), having detached its commercial

business from other businesses in the FirstBank Group, in compliance with new

regulation by the Central Bank of Nigeria (CBN). FirstBank had 1.3 million

shareholders globally, was quoted on The Nigerian Stock Exchange (NSE), where it

was one of the most capitalised companies and also had an unlisted Global Depository

Receipt (GDR) programme, all of which were transferred to its Holding Company,

FBN Holdings, in December 2012.

Building on of its solid foundation, the Bank has consistently broken new ground in

the domestic financial sector for over a century and two decades. FirstBank is present

in the United Kingdom and France through its subsidiary, FBN Bank (UK) Limited

with branches in London and Paris; and in Beijing with its Representative Offices

there. In October 2011, the Bank acquired a new subsidiary, Banque International de

Credit (BIC), one of the leading banks in the Democratic Republic of Congo. In

10
November 2013, FirstBank acquired ICB in The Gambia, Sierra-Leone, Ghana and

Guinea, and in 2014, the Bank acquired ICB in Senegal. These were major landmarks

in its plan for growing its sub-Saharan African footprint and all the African

subsidiaries now bear the FBN Bank brand.

As the global operating environment evolves, FirstBank has kept pace, responding to

the dynamic needs of its customers, investors, regulators, host communities,

employees and other stakeholders. Through a balanced approach to plan execution,

FirstBank has consolidated its industry leadership by maintaining trans-generational

appeal. Thus, the Bank has continuously boosted its customer-base, which cuts across

all segments in terms of size, structure and sectors.

Leveraging experience spanning over a century of dependable services, FirstBank has

continued to build relationships and alliances with key sectors of the economy that

have served as strategic building blocks for the wellbeing, growth and development of

the country. With its huge asset base and expansive branch network, as well as

continuous re-invention, FirstBank is Nigeria’s strongest banking franchise,

maintaining market leadership on all fronts in the nation’s financial services industry

(Ojo, 2012).

Zenith Bank of Nigeria

Zenith Bank Plc (The Bank) is a Nigeria-based company, which is engaged in the

provision of banking and other financial services to corporate and individual

customers. The Bank's segments include Corporate, Retail Banking and Pension

Custodial services-Nigeria, which provides a range of banking and pension custodial

11
services to a range of corporations, financial institutions, investment funds,

governments and individuals, and Outside Nigeria Banking-Africa and Europe, which

provide a range of banking services to a group of corporations, financial institutions,

investment funds, governments and individuals outside Nigeria.

Zenith Bank Plc was established in May 1990, and commenced operations in July of

the same year as a commercial bank. The Bank became a public limited company on

June 17, 2004 and was listed on the Nigerian Stock Exchange (NSE) on October 21,

2004 following a highly successful Initial Public Offering (IPO). Zenith Bank Plc

currently has a shareholder base of about one million and is Nigeria’s biggest bank by

tier-1 capital. In 2013, the Bank listed $850 million worth of its shares at $6.80 each

on the London Stock Exchange (LSE).

Headquartered in Lagos, Nigeria, Zenith Bank Plc has over 500 branches and business

offices in prime commercial centres in all states of the federation and the Federal

Capital Territory (FCT). In March 2007, Zenith Bank was licensed by the Financial

Services Authority (FSA) of the United Kingdom to establish Zenith Bank (UK)

Limited as the United Kingdom subsidiary of Zenith Bank Plc.

Zenith Bank also has subsidiaries in: Ghana, Zenith Bank (Ghana) Limited; Sierra

Leone, Zenith Bank (Sierra Leone) Limited; Gambia, Zenith Bank (Gambia) Limited.

The bank also has representative offices in South Africa and The People’s Republic of

China. The Bank plans to take the Zenith brand to other African countries as well as

the European and Asian markets (Ojo, 2012).

12
United Bank of Africa

United Bank for Africa (UBA) Plc, is a Nigerian multinational financial institution. It

is one of Africa's best and most resilient banking Groups with operations in 19

African countries and offices in three global financial centers: London, Paris and New

York.

UBA’s has more than 65 years of providing uninterrupted banking operations dating

back to 1948 when the British and French Bank Limited (“BFB”) commenced

business in Nigeria. BFB was a subsidiary of Banque Nationale de Crédit (BNCI),

Paris, which transformed its London branch into a separate subsidiary called the

British and French Bank, with shares held by Banque Nationale de Crédit and two

British investment firms, S.G. Warburg and Company and Robert Benson and

Company. A year later, BFB opened its offices in Nigeria to break the monopoly of

the two existing British owned banks in Nigeria then.

Following Nigeria’s independence from Britain, UBA was incorporated on 23,

February 1961 to take over the business of BFB. UBA eventually listed its shares on

the Nigerian Stock Exchange (NSE), in 1970 and became the first Nigerian bank to

subsequently undertake an Initial Public Offering (IPO). UBA became the first sub-

Saharan bank to take its banking business to North America when it opened its New

York Office (USA) in 1984 to offer banking services to Africans in Diaspora.

Today’s UBA emerged from the merger of then dynamic and fast growing Standard

Trust Bank, incorporated in 1990 and UBA, one of the biggest and oldest banks in

Nigeria. The merger was consummated on August 1, 2005, one of the biggest mergers

13
done on the Nigerian Stock Exchange (NSE). Following the merger, UBA

subsequently went ahead to acquire Continental Trust Bank in the same year, further

expanding the UBA brand. UBA subsequently acquired Trade Bank in 2006 which

was under liquidation by the Central Bank of Nigeria (CBN).

UBA had another successful combined public offering and rights issue in 2007 and

made further banking acquisitions of three liquidated banks namely: City Express

Bank, Metropolitan bank, and African Express Bank. The bank also acquired

Afrinvest UK, rebranding it UBA Capital, UK.

The quest to build a strong domestic and African brand intensified in 2008 when UBA

made further acquisitions of two liquidated banks, Gulf Bank and Liberty Bank while

at the same time intensifying its African footprint with the establishment of UBA

Cameroon, UBA Cote d Ivoire, UBA Uganda, UBA Sierra Leone, and UBA Liberia

as well as the acquisition of a 51% interest in Banque Internationale du Burkina Faso,

which was the largest bank in the country with 40% market share. Currently, UBA has

18 African subsidiaries contributing about 20% of the Group’s balance sheet with a

target of contributing 50%

On 13 December 2012, the shareholders of UBA Plc unanimously voted for the bank

to restructure into a Monoline Commercial Banking Model in order for it to fully

comply with the new CBN guidelines for commercial banks in Nigeria, which

repealed the erstwhile universal banking regime.

With the restructuring, the Group’s non-commercial banking subsidiaries with the

exception of Africa Prudential Registrars Plc and Afriland Properties Plc were

14
consolidated under UBA Capital Plc and spun-off to shareholders of the Bank. The

Bank’s excess real estate assets were used to capitalise Afriland Properties Plc, which

was then spun-off, along with Africa Prudential Registrars Plc, to be held directly by

the Bank’s shareholders.

Along with UBA Plc, the result of the restructuring is three stand-alone entities held

directly by the Bank’s shareholders – UBA Capital Plc and Africa Prudential

Registrars Plc, which are already listed on the Nigerian Stock Exchange, as well as

Afriland Properties Plc, now controlled by independent shareholders.

Under the Monoline business structure, UBA Plc remains the parent company for all

of the Group’s commercial banking activities in Nigeria, Africa and the rest of the

world. UBA Plc is also the parent company for UBA Pension Custodian Limited,

UBA Capital (UK) and UBA FX Mart Limited.

Now fully positioned as a pan-African bank, the UBA Group is firmly in the forefront

of driving the renaissance of the African economy and is well positioned as a one-stop

financial services institution, with growing reputation as the face of banking on the

continent (Ojo, 2012).

15
 REFERENCES

Arman, G. and Adair, C. K. (2012). ‘Cross-cultural differences in perception of time:

Implications for multinational teams’. European Journal of Work and Organizational
Psychology, 21(5), pp. 657-680.

Alvani, M. (2011). General Manager. Tehran: Ney publication.

Bouncken, R.B. (2014). ‘Cultural diversity in entrepreneurial teams: findings of new ventures
in Germany’. Creativity and Innovation Management, 13(4), pp. 240-253.

Dwight, M. (2012).The importance of organizational effectiveness. Retrieved from

http://effectivemanagers.com/dwight-mihalicz/the-importance-of-organizational-
effectiveness.

Gupta, C. B. (2012). Human resource management. New Delhi. Sultan Chand & Sons.

Harahsheha, F. (2019). The effects of time management strategies on employee’s

performance efficiency: Evidence from Jordanian firms. Management Science Letters
9 1669–1674

Hofstede, G. (2011). Culture’s consequences: comparing values, behaviours, institutions and

organisations across nations (2nd Ed), London: Sage Publications

Igbokwe-Ibeto, C. J. &Egbon U.(2012) ―Enhancing Employee Performance In Nigeria

Through Efficient Time Management Frameworks‖ Asian Journals of Economics and
Financial Review 2(5):635-647

Kinicki, A. & Kreitner, R.(2013). Organizational behavior: Key concepts, skills and best
practices. McGraw-Hill Irwin

Miqdadi, F. Z., Almomani, A., Masharqa, M. S. and Elmousel, N. (2014). ‘The Relationship
between Time Management and the Academic Performance of Students from the
Petroleum Institute in Abu Dhabi, the UAE’. In ASEE 2014 Zone I Conference. April.

Njagi, L. K., and Malel, J. (2012). ‘Time management and job performance in selected
parastatals in Kenya’. Australian Journal of Business and Management Research, 2(5),
p. 19.

Nonis, S. A., Fenner, G. H. and Sager, J. K. (2011). ‘Revisiting the relationship between time
management and job performance’. World Journal of Management, 3(2), pp. 153-171.

Nonis, S.A. and Sagar, J.K. (2013). Coping strategy profiles used by sales people: their
relationships with personal characteristics and work outcomes. Journal of Personal
Selling and Sales Management, 23, pp. 130-150.

Nwadukwe, U. C & Court, O.T.(2012). Management styles and organizational effectiveness:

an appraisal of private enterprises in eastern Nigeria.American International Journal of
Contemporary Research, (2), 9

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Orgenstern, J. (2014). Time management from the inside out. New York: Hencry Holt.

Solomon, Charlene, and Schellalse, M. (2019). Managing Across Cultures: The seven keys to
doing Business with Global Mindset.pl74.Retrieved Aug.06, 2014 from the World
Wide Web:
http://www.amazon.com/Managing-Across-Cultures-Business-Mindset/dp/
0071605851

Waiguch, M., Tiagha, E., Mwaura, M. (2019). Management of organizations of Africa. USA.
Greenwood Publishing Group Inc.

Willmott, R. (2010). ‘The place of culture in organization theory: introducing the

morphogenetic approach’. Organization, 7(1), pp. 95-128.

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 CHAPTER TWO

REVIEW OF RELATED LITERATURE

2.0 Introduction

This chapter deals with the literature review and the chapter is divided into the

following sub-headings: conceptual review, theoretical framework, empirical review,

summary of reviewed literature and research gap.

2.1 Conceptual Framework

2.1.1 Time management

There is no universally accepted definition of time management as there is no

agreement on its definition. As a result, it has been defined and operationalized in a

variety of ways (Davis, 2010). Time management has been defined as the process of

planning, organising and exercising control over the amount of time spent on

particular activities in order to increase effectiveness, efficiency or productivity

(Lucchetti, 2010). Time management is also defined as a systematic application of

common-sense strategies and techniques to help people become more effective in both

their personal and professional lives (Hisrich and Peters, 2012). Thus, for time

management to be effective, it must be aided by a range of skills, tools and techniques

so that targets may be reached. The tasks needed to be accomplished encompass a

wide scope of activities which include planning, allocating, setting goals, delegation,

and analysis of time spent, monitoring, organizing, scheduling, and prioritizing (Allen,

2011).

18
According to Hisrich and Peters (2012) time management involves investing time to

determine what one wants out of their activities. It is a process of using time in order

to accomplish given tasks in an efficient and effective way using skills and

instruments to achieve organisational tasks and goals. It has also been described as a

method for managers to increase work performance effectiveness (Claessenset et al.,

2019). Therefore, effective time management is the key to high performance levels

and the latter are necessary for organisational success. Time management becomes

thus, a process by which individuals can accomplish organisational tasks and goals

(Frank, 2014). In addition, Ward (2013) argues that time management is often thought

of or presented as a set of time management skills. The theory is that once people

master the time management skills, they will be more organised, efficient and happier.

However, Bregman (2013) opine that the biggest and most distinctive myth in time

management is to consider everything done if only a person follows the right system,

uses the right time to do his/her tasks and in the right way. Thus, Bregman (2013)

argues that this is a mistake because we live in a time when the stream of information

and communication, demands reviewing our schedules from time to time. Ghebre

(2012) observed that it is crucial to understand the importance of time management.

Ghebre (2012) argues that one of the most non-renewable resource that most of us

have in our lives is time. As a result, no matter how hard we work or how much

people strive to accomplish, time is always the enemy. As such, learning to set a

handle on time can be “one of the best steps people take in their working lives”

(American Psychological Association (APA), 2019). At the same time, understanding

the importance of time management becomes an important step.

19
The above views demonstrate that time is of the essence and that it is a valuable

resource designed to be used in a more controlled and profitable manner. Bevius and

De-Smet (2013) point out that time management is not just about productivity issue

over which companies have no control; it has increasingly become an organisational

issue whose root causes are deeply embedded in corporate cultures. As such,

companies should ensure that individuals are given tools and incentives to manage

their time effectively. It can also be added that time management has become an

institutional practice since top management of organisations are taking it seriously.

Management is responsible for creating an environment that is conducive to the

effectiveness of time management, setting priorities and making sure those activities

around those priorities are carried out and reducing time spent on non-priorities.

The effect of time management has also been investigated on different aspects. These

aspects include performance in work and academic settings such as sales performance

(Barling et al., 2016); job performance (Abdullah et al., 2013); and academic

performance (Burt and Kemp, 2014). Other aspects are the effects on attitudinal and

stress-related outcomes such as perceived control of time (Davis, 2010); job

satisfaction (Landy et al., 2011); role overload (Burt and Kemp, 1994); job-related and

somatic tension (Davis, 2010); work-family interference (Adams and Jex, 2019);

strain (Jex and Elacqua, 2019); emotional exhaustion (Peeters and Rutte, 2015); and

health (Bond and Feather, 2018). Claessens et al. (2019) highlight in their review that

time management behaviours/activity relate positively to perceived control of time,

job satisfaction and health and negatively to stress. Therefore, at an institutional level,

20
management must develop more effective time management practices so as to

enhance time management skills in the work place.

2.1.2 Factors of Time Management

There are three factors of time management developed by Britton and Glynn (1989) to

assess time management practices are time planning, time attitudes and time wasters.

i. Time Planning: The Initial issue is planning, and as a result it seems to

embrace a range of items that are related to planning in the short term

(either at intervals of the day or within the week) and within the long term

(Alay & Koçak, 2012). As Barling et al. (2016) opinioned that, time

planning is linked to job performance under the conditions of high

motivation.

ii. Time Attitudes: The second issue is time attitudes, this is very attitudinal in

nature (Alay & Koçak, 2012).Time attitudes in agreement with connected

within the assessment of tasks that are being performed. Time attitude

reflects basic options of individual personality.

iii. Time Wasters: Alay and Koçak (2012) mentioned that time is wasted as a

result of poor time utilization habits and an inefficient use of private time.

For example, sales personnel are acutely aware that some customers are not

real customers. In addition, developing ways that helps them get rid of

'time-wasters' to improve themselves in their work (Clark, 2013). According

to Chioma and Ekpete (2011) time wasters associated with attitudes,

21
 behaviors, and habits exhibited by educators, researchers, directors, and

students.

2.1.3 Techniques of Time Management

The changing demand of today's work place has forced us to take on more than we

could ever get done, although managing one's time effectively is not an easy task.

Rich (2012) identified four primary habits that serve as possible staples of personal

productivity. Those four techniques are; setting goals, prioritising tasks, scheduling

time and staying organised with high support from other writers on time management

as shown below.

2.1.3.1 Setting Goals

Macan (2014) argued that for a person to manage time he or she must set goals and

priorities. The first includes such behaviours of setting goals one wants to accomplish

and prioritising tasks to achieve these goals. The goal should be SMART (specific,

measurable, achievable, realistic, and time bound), because is the target one needs to

achieve, thus helps to know where you are going or understand if you are in the right

direction.

The people who are involve in goal setting and lining up the steps to reach those goals

are the goal achievers since that they undertake an important habit of remaining to

their focus towards accomplishing their large objectives (Rich, 2012). Planning daily

activities and adhering to them, makes a person understand the power of his or her

target-seeking mind as it involves defining large objective and small objectives that

move us towards achieving our targets. For any successful person in the world he/she

22
understands the importance of goal setting as they direct the whole activity in

achieving general targets on time (Molloy, 2017).

Franko and Pioggia (2016) provided a critical analysis for a person's life, as any

individual should set goals and identify the necessary steps to move toward it in order

to manage time. Goals come in descending side each of which informs the next, long-

term goal (year), intermediate-term goal (month) and short-term goal (week and

days).These goals are potential as they help to remain on target especially when

implementing them.

2.1.3.2 Setting priorities

According to Rich (2012) prioritising tasks or activities supports goal accomplishment

because it is the most potential step that lines up the goals for the purpose of achieving

them. Also, it helps one understand which thing has importance over others in a given

moment and act in a right way. The managers or individuals become more effective

when they recognise what is their job really is and their responsibilities, thus, enable

to prioritise the activities in a simple way.

However, the key to prioritisation is determining the most important thing to do in

order to reach your goals. Eisenhower 1950's in Taylor (2012) provides criteria to

consider when prioritising activities. He initiated a system of personal time

management by dividing tasks into four categories such as; Urgent and important,

urgent but unimportant, not urgent but important, and not urgent but also unimportant.

23
  Urgent and important, these are things a manager or an individual should deal

with immediately and should give higher priority depending on the nature of

job, for instance in the pickle jar theory these are regarded as large rocks.

 Urgent and unimportant, these are things that require the manager or individual

to perform although are not important. Therefore, individuals or managers are

advised to delegate to other people who are competent with the particular

activities, thus to deal with the urgent and importance things.

 Not urgent but important, these are the activities which are entered in the

calendar. For instance breakfast, Lunch, and dinner. They are important but can

be done or not depending on the person's willingness.

 Not urgent and unimportant, these are time wasters done by the manager or

individual in the organisation. Therefore, it is advised these items to minimise

or eliminate because can cause someone fail to use time effectively such as

telephone frequent call, WhatsApp and the like.

2.1.3.3 Scheduling time

Fisher (2011) argues that time management is not straightforward task as it requires

individual to change the behaviour by creating realistic time frames and putting

completion dates on the items on to-do list. Set deadlines, post them where you cannot

help but see them on your computer screen. The managers or individuals in the

organisation must develop a feeling for the passage of time and the habit of scheduling

their time (Rich, 2012). There are things to consider such as calendar that helps in

scheduling meetings, events and activities which assist one to know where is going

and what to do in advance.

24
It helps the organisation to hold purposive meeting, however meetings are very

potential in the organisation development because they help in solving problems, deal

with crises, building teams, therefore the chair person should recognise the importance

of those who attend and keep the stakeholders connected through scheduling the

meeting indicating where to start and the end with clear agenda.

The meeting that is effective needs a well prepared agenda, communicated to all those

who will participate along with details like time, date, location invite only those who

will contribute to agenda, and make sure that the venue is well prepared and set up in

the configuration that will best meet the needs (Fisher, 2011).

2.1.3.4 Stay organised

Stay organised gives a person a sense of place. People who are neat, organised in

work areas are able to find things that are needed now and they are perceived as better

workers than others because of their neatness and orderliness (Molloy,1987: Rich,

2012). Whether we work in different places such as in an office, shop, vehicle or other

settings, organising our workplace completes the four key habits.

2.1.4 Challenges of Time Management

According to Eruteyan (2008) Effective time management for high organization

performance is a function of the following:

i. Reactive Mode of Working: Some managers are only concerned about what is

happening at present in their organization. They don’t take time to act to events

that come their way rather they react and keep complaining.

25
 ii. Failure to think correctly before acting: Taking action without prior correct

thinking is a cause of time management failure. Some managers seem not to

believe in or find it difficult to put into practice, the 10/90 principle of effective

time management which states that 10% of time that it takes to plan your

activities carefully in advance will save you 90% of the effort involved in

achieving your goals later.

iii. Failure to acquire new skills, knowledge and abilities: Some managers fail to

update themselves in terms of attending seminars and lectures that will increase

their horizons instead they feel they know all things and don’t need to be

updated.

iv. Procrastination on Hard Challenging Jobs: Some managers adopt

procrastination on hard challenging jobs. Instead of getting started on them and

allocating good time thereto, they adamantly refuse to work on these tasks. The

most injurious aspect of this approach is that such hard challenging jobs are not

in the bottom 80% but in the top 20% of jobs which add most value to the

managers’ work.

v. Others: Other reasons for time management failure by managers includes poor

team building, refusal to relax, poor creativity, poor self-confidence, inability

to set a conducive working environment etc. (North, 2004).

2.1.5 Organisational performance

The resultant impact of time management on the different aspects of organisational

activities is the overall performance of the organisation. Therefore, the positive effect

of time management on productivity, job performance, job satisfaction or motivation,

26
for instance, should result in overall organisation performance (Abdullah et al., 2012).

The positive contributions of time management practices by employees on their

productivity, efficiency and effectiveness in discharging activities leads to

organisational success. Organisational performance could be captured or represented

in different way. A quantitative way of expressing organisational performance could

be through financial analysis. For instance, an organisation's market share, efficiency,

profits or capital bases relative to competitors or changes over a period of time

(Osawe, 2017). A non- financial aspect could include service delivery, customer

satisfaction, employee welfare, and other measures of productivity (such as reduced

staff turnover, stress and health).

The measure of organisational performance is also dependent on the type of

organisation. For instance, measures of organisational performance would be different

from profit making organisations to non-profit making organisation. Thus, whilst

financial analysis or aspects related to profitability would be suitable to profit-oriented

organisations, these would not be appropriate for non-profit making organisations.

Other aspects of measuring organisational performance become necessary, therefore,

for non-profit making organisation. The effectiveness of the organisations would be

perceived as more important for such organisations, as performance is then judged in

respect to their objectives and the impact that their activities have on beneficiaries

(Ramadan and Borgonovi, 2015). In this respect, the effectiveness of an organisation

is the extent to which, "by the use of certain resources, fulfils its objectives or desired

goal without depleting its resources and without placing undue strain on its members

and/or society" (Ziekye, 2016).

27
Organizational performance is considered to be the sum of accomplishments achieved

by all businesses/departments. These accomplishments are involved with an

organizational goal within a given period of time. The goal is either meant for a

specific stage or on the overall extent (Lee & Huang, 2012). The idea of

organizational performance is affiliated to the survival and success of an organization

(Ahmed & Shafiq, 2014). Organizational performance includes effectiveness,

efficiency, productivity, quality, and innovation (Tangen, 2014).

Organizational performance refers to ability of an enterprise to achieve such

objectives as high profit, quality product, large market share, good financial results,

and survival at pre-determined time using relevant strategy for action (Obiwuru et al

2011). Organizational performance can also be used to view how an enterprise is

doing in terms of level of profit, market share and product quality in relation to other

enterprises in the same industry. Consequently, it is a reflection of productivity of

members of an enterprise measured in terms of revenue, profit, growth, development

and expansion of the organization.

2.1.6 Organisational Goal Attainment

Goal attainment is the process through which human and other resources are

mobilized for the attainment of collective goals and purpose. In a social system, the

goal attainment functions are met through political activities and mobilization occurs

through the generation and exercise of power (Jung-Yu, Hsin-Jung and Chun-Chieh,

2010). This is why employees often invest greater effort in job performance in order

to attain goals assigned to them within the framework of their job responsibilities. By

28
performing jobs and tasks well, employees are expressing that such are important to

them.

Conceivably, performing jobs and tasks well not only helps employees attain

achievement, but also affects their lives and the work of others. Using the importance

perspective, Brief and Aldag (2016) found task significance (similar to importance) to

affect work satisfaction positively. Similarly, Parker et al. (2013) found a positive

association between the psychological importance of a job and job satisfaction. Thus,

employees whose jobs and tasks have higher importance values will show greater

satisfaction with such (Mobley and Locke, 2010). However, employees realize goal

attainment by investing greater effort in a work task. The more effort expended, the

more job involvement an employee gains. Job involvement reflects the worth of a

work task to an individual (Lodahl and Kejner, 2015). Such also indicates the extent to

which an individual desires to invest their work (Warr et al., 2009).

2.2 Theoretical Framework

This study is anchored on two theories; Pickle Jar Theory and Pareto Principle: 80-20

Rule

2.2.1Pickle Jar Theory

Pickle jar theory is actually a time management model that will assist in prioritizing

work. Parkinson’s Law is related to concentration threshold - the level above which

work is produced and below which no work is produced, Concentration threshold

varies with each person and each task. Simply stated, workers allocate time to

complete specific tasks. If they allocate too much time, they procrastinate and work

29
won't be completed until the last minute. If not enough time is allocated, the work

won't be done because the employee can't complete it in the allocated time.

The Pickle Jar Theory uses the analogy of an empty pickle jar to think about how we

use the fixed amount of time available to us each day. This theory is based on the idea

that time, like a pickle jar is limited. Therefore, consider big rocks, water, sand and

pebbles are things we do in our daily life, whether at home or at the working place.

2.2.2 Pareto Principle: 80-20 Rule

Vilfredo Pareto was an Italian economist and philosopher who formulated 80-20 rule.

His observations were based on the fact that 80% of land in Italy was owned by 20%

of population. His research work became the thumb rule of many business

organizations, where 80% of productivity came from 20% of working employees.

This 20% comprised the most efficient people who conducted their work within a

specific span of time, thereby contributing to high rate of productivity. Based on this

theory, business and quality management pioneer, Dr. Joseph Juran said that, 'vital

few, trivial many' build organizations. The 80-20 rule could be applied everywhere

where time plays a major role to uplift productivity and success of organizations. The

key element of this theory is the 20% that matters the most. If you consider all the

things that you are doing entire day, you will actually find out that it's the 20% of your

work that produces the net result. Thus, you should try different ways that will allow

you to effectively manage the minor portion. Within the limited time (20%), you have

to categorize your work and activities for achieving the goals in your life.

30
This means that we should try our best to manage the minor things that produces the

more productive result. The limited time we have, implies that we should be able to

prioritise our work or daily activities. This means not all the activities can be

completed in a single day but you can let other go for next day but still you can end up

with high success.

2.3 Empirical Review

Harahsheha (2019) examined effects of time management strategies on employee

performance in Yarmouk Water Company in Jordan. In this study, time management

strategies consists of five factors; namely fulfillment obligations strategy, time

organizing strategy, utilization of resources, time planning strategy and priorities

status strategy. The study population consists of 66 directors and heads of departments

working for Yarmouk Water Company in Jordan. The study sends a designed

questionnaire in Likert scale to all the population, manages to receive 62 and by

excluding incomplete questionnaires 57 questionnaires are analyzed representing

approximately 86% of the survey. Using some statistical tests, the study indicates that

all five factors; namely fulfillment obligations strategy, time planning strategy,

utilization of the resources, time organizing strategy and priorities status strategy of

resources positively influence on employee performance. There is also a positive

altitude from study sample towards time management strategies. As recommendation,

the employees must distinguish between important and unimportant tasks, the

employees should determine the goals before starting the work, the managers must

delegate some tasks to subordinates, and the employees pay attention to complete their

work on time, The researcher recommends conducting further studies about the impact

31
of time management strategy on employees’ performance efficiency from the view of

customers perspective.

Wendy and Olori (2017) investigated the relationship between Time Management and

Organizational effectiveness in manufacturing firms in Port Harcourt. The study

adopted quasi-experimental research design since it is a cross sectional survey. The

population of the study is 192, and the study focused on the population since the

population size is small. The data were analyzed using Spearman‟s Rank Order

Correlation Coefficient Statistic through the use of Statistical Package for Social

Sciences (SPSS). The findings revealed a positive and significant relationship between

Time Management and Organizational effectiveness. Hence, the study therefore

concludes that Time Management affects Organizational effectiveness in

manufacturing firms in Port Harcourt, and recommended that management should

actively engage in prioritizing that will facilitate and improve organizational

effectiveness in the organization. They should also delegate responsibility in order to

improve customer’s satisfaction and organizational effectiveness. They should

encourage proper scheduling of work to various units in the organization to ensure

organizational effectiveness. Effective organizational structure should be set up for

proper control of the organizational resources that will ensure organizational

effectiveness in the organizations. The research study could not cover the service

organizations. Hence, there is need to examine the extent to which time management

affect organizational effectiveness in manufacturing firms in Port Harcourt

Elham, Mehdi and Seyed (2014) investigated the relationship between time

management and organizational effectiveness and the stress coping styles employed

32
by employees of sport and youth directorate of Alborz province. This is a descriptive

correlational study done through field study. The sample includes all employees of

sport and youth directorate of Alborz province, 140 employees completed the

questionnaires. The measuring instruments of this study include Macan time

management scale (1950), Hsu organizational effectiveness scale (2002) and Endler

and Parker stress coping styles (1990). The results of Pearson correlation coefficient

tests and multiple regression showed that there is meaningful relation between stress

coping styles and time management among male employees, however, there is no

meaningful relation between the stress coping styles and organizational effectiveness.

Furthermore, the best predictor of stress coping styles is time management. Among

female employees, there is no meaningful relation between stress coping styles, time

management and organizational effectiveness. Moreover, time management and

organizational effectiveness do not predict the stress coping styles. Within the

employees, from time management and organizational effectiveness, targeting is

meaningfully able to predict stress coping styles.

Daniel and Santeli (2020) assessed effective time management on organizational

performance of Northern Nigeria Noodle Company Ltd. Survey Research design was

adopted for the study. The main objective of the study is to examine the effects of

time management on employees’ performance. The specific objectives are to:

Determine the impact of effective time management on employee’s performance in

NNNC and identify the factors that influence effective time management on

employee’s performance in NNNC. Effective time management not only affects the

productivity of your employees, but also helps to cope with stress, conflicts and

33
pressure more efficiently. It also helps them maintain a healthy work-life balance and

keeps them motivated. The findings of the study reveal that there is a positive

relationship between the organizational performance and effective time management.

Based on the findings, it is recommended that an increase in proper time management

will bring about a corresponding increase in the organization performance, all things

been equal and in order to create a time-conscious organization that one will have to

become more time efficient, the organization itself must streamlines its time

management process

Ojokuku and Obasan (2011) conducted a study which was carried out in southwest

geo-political zone of Nigeria to find out the Time Management and Organisational

Performance. They found that time management is essential for effective service

delivery because it enhances completion of assignments, and promotes excellence in

performing the tasks.

Adeyinka (2012) conducted a research on the effective time management for high

performance in an organisation, a case of Lasaco Assurance PLC. He found that

effective time management is a panacea to organizational effectiveness and not a

placebo. Effective time management will improve staff productivity, make scheduling

of jobs easier, make staff to perform tasks at their highest skill level, help staff to

prioritise and accomplish important task, recording and guiding the organisation

towards achieving its set goals. The research revealed that organisations should adhere

strictly to effective time management in order to provide quality services to their

customers.

34
Njagi and Malel (2012) in the study conducted to find out the effects of time

management strategies on the performance of selected parastatal in Kenya. The

findings revealed that there was an existence of a positive relationship between time

management and organisation performances, although there was low positive

relationship between the understanding of time bound performance that is measurable

Njagi and Malel (2012) examined the relationship between time management

strategies and job performance in organizations with a particular focus on parastatals.

The general objective was to find out the effects of time management strategies on the

performance of selected parastatals in Kenya. The design / methodology and approach

were a complex research design where statistical models of regression and correlation

were used. Stratified random sampling technique was used to get the population from

which we would randomly select the respondents. To test the hypothesis, z-scores

were used. Further correlation coefficient revealed that there exists a positive

correlation of 0.674 between time management performances. Correlation also

showed that there is low positive relationship of 0.337 between the understanding of

time bound performance that is measurable. The researchers conclude that time

management and work performance are directly related and there is need. One

recommendation that we are making is that parastatals heads should sensitize

management by objectives which are measurable within a specific time frame as

explained by Drucker (2000.) this is based on the fact that the research showed that

52% of the respondents do not understand results based management style driven by

objectives.

35
2.4 Research Gap

From the above empirical analysis, it shows that extensive empirical studies on time

management strategy for improving organizational performance in civil service

parastatals have been done outside Nigeria and very few in Enugu precisely have been

done. The studies are closely related to the topic which the researcher is chosen. Apart

from close relationship they have, the studies have not yet conducted in Nigeria

specifically civil service parastatals in Enugu State. Therefore, it is on the light of

these studies the researcher can be able to go about the study titled, “time management

and organisational performance of Deposit Money Banks In Enugu State, Nigeria.

36
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Allen, D. (2011). Getting things done: The art of stress-free productivity. Penguin.
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Brewster, C., Houldsworth, E., Sparrow, P. and Vernon, G., (2016). International human
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Forsyth, P. (2013). Successful time management (Vol. 54). Kogan Page Publishers.

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38
 CHAPTER THREE

RESEARCH METHODOLOGY

3.1 Research Design

This study used a cross-sectional survey research approach. Questionnaires were used

to obtain information, because survey design is an effective approach for

characterising features of a large population. It also enables the researcher to quantify

study variables by asking respondents’ questions and looking at correlations between

variables. Because data will only be gathered once, it will be a cross sectional

research.

3.2 Area of Study

This study is geographically focused on the selected banks in Enugu, Enugu State,

Nigeria.

3.3 Source of Data

Both primary and secondary data were used in this investigation. This paper makes

significant use of both primary and secondary data in order to reach an empirical

conclusion or analyse the study in order to arrive at reasonably objective conclusions.

3.3.1 Primary Source of Data

The primary source of data for this study is the distribution of questionnaires to

respondents.

39
3.3.2 Secondary Source of Data
Secondary data for this study was gathered by reading certain University Library text

books, periodicals, newspapers, magazines, encyclopaedias, other people's project

reports, and websites on the internet (electronic sources).

3.4 Population of the Study

A population is any collection of people or items that are similar in one or more

aspects and are the topic of a population survey. The analysis used the total number of

employees at the following Enugu metropolitan banks. According to the figures

provided by the management of the selected banks to the researcher, the banks employ

the following personnel:

S/N Senior staff Junior staff Total

1 First Bank of Nigeria 12 45 57
2 Zenith Bank 9 38 47
3 United Bank of Africa 7 30 37
Total 27 113 140

3.5 Sample Size Determination

In determining the sample size, the researcher used Taro Yamane formula of sample size

determination as follows:

Formula
N
n= 2
1+ N (e)

140
= 2
1+ 140(0.05)

140
= 1+ 140 ( 0.0025 )

40
 140
= 1+ 0.35

140
= 1.35 = 103.7

Approximately, the sample size is 104

3.6 Sampling Technique

Bowle’s proportional allocation formula was used to allocate the sample

proportionally among the selected sample fractions.

The formula is this:

nNh
nh =
N

Where:
nh = sample allocation to homogenous group or level
n = overall sample size
Nh = the stratum population of each homogenous group.

N = the population of the study

Therefore, the sample of each user group becomes

57 x 104
1. First Bank = = 42
140

47 x 104
2. Zenith Bank = = 35
140

37 x 104
3. United Bank of Africa = = 27
140

Therefore 42 + 35 + 27 = 104

3.7 Method of Data Collection

41
A structured questionnaire was utilised as the primary data gathering instrument in

this investigation. There will be two sections to the planned questionnaire. Section A's

questions focused on general information, whereas section B's questions were

designed to specifically answer the research topic. A five-point Likert scale was used

in the questionnaire design, with respondents being given a selection of statements to

pick from.

3.8 Validity of Research Instrument

The degree to which an empirical measure accurately represents the true meaning of

the topic under examination is referred to as validity (Anyanwu, 2008). Face validity

will be used in this investigation. This technique will be used to determine the

instrument's face validity. A copy of the original draught of the questionnaire was

provided to the project supervisor, who made minor changes to the questionnaire

before final distribution of copies to respondents. The goal was to ensure that the

questionnaire covered all it was meant to cover in regard to the study's goal.

3.9 Reliability of Research Instrument

According to Gay (2009), instrument dependability is defined as the degree of

consistency displayed by the instrument. Because it was predicted that certain items or

questions might have several viable responses, the researcher employed the pilot

testing approach. The alpha coefficient of the items (questions) in the questionnaire

will be computed by the researcher to determine the questionnaire's reliability. A

Cronbach's alpha of 0.7 or above implies that the questionnaire has a high level of

internal consistency.

42
Table 3.1: Cronbach Alpha
Cronbach's Alpha N of Items
0.74 30

3.10 Method of Data Analyses

In order to assess the assertions on the questionnaire, the researchers used statistical

methods including descriptive statistics and basic frequency analysis. In addition, in

evaluating the study hypotheses, model summary, analysis of variance (ANOVA), and

co-efficient table were used. Tables were created to show the data, which were then

analysed using descriptive statistics.

43
 CHAPTER FOUR

DATA PRESENTATION AND ANALYSIS

4.1 Data Presentation

In this chapter, the data collected from questionnaire are presented, analysed and

tabulated. The copies of questionnaire were prepared and distributed to the

respondent drawn from the selected banks. Hence the copies of questionnaire were

distributed as follows:

Table 4.1.1: QUESTIONNAIRE DISTRIBUTION AND RETURN

Questionnaire Respondents Percentage of Respondents
Returned 79 75.9
Not returned 25 24.1
Total distributed 104 100
Source: Field Survey, 2021

Table 4.1.1 above shows the distribution and returns of the questionnaire. The copies

of questionnaire administered were 104 representing (100%) from which 79 (75.9%)

were returned, while 25 representing (24.1%) were not returned. The 79 copies of

questionnaire that were returned were considered adequate enough for making valid

deductions and conclusions. Hence, the research analysis was based on the returned

copies of questionnaire.

Table 4.1.2: Sex Distribution of Respondents

OPTION FREQUENCY PERCENTAGE (%)
Male 48 60.7
Female 31 39.3
Total 79 100
Source: Field Survey, 2021

44
The table 4.1.2 shows the responses of staff sex distribution. In the table, 48

respondents representing 60.7% of the respondents stated that they are male while the

remaining 31 respondents representing 39.3% stated that they are female. Therefore

this table reveals that majority of the respondents are male.

Table 4.1.3: Distribution of respondents’ marital status

OPTION FREQUENCY PERCENTAGE (%)
Married 48 60.7
Single 29 36.7
Widow 2 2.5
widower - -
Total 79 100
Source: Field Survey, 2021

The table 4.1.3 shows the responses of respondents on marital status. Out of 48

respondents representing 60.7% of the entire respondents are married, 29 respondents

representing 36.7% indicated single, 2 respondents representing 2.5% are widow

while no respondent indicated widower. Hence, it is crystal clear that married

respondents are more than the other group indicated on the table.

Table 4.1.4: Age Distribution of Respondents

OPTION FREQUENCY PERCENTAGE (%)
20-30 22 27.8
31-40 49 62.1
41-50 3 3.8
51 and above 5 6.3
Total 79 100%
Source: Field Survey 2021

The table 4.1.4 shows the age distribution of respondents. In the table, 22 respondents

representing 27.8% out of the entire respondents are within the age of 20-30 years, 49

45
respondents representing 62.1% are within the age bracket of 31-40 years, 3

respondents representing 3.8% are within the age bracket 41-5 while the remaining 5

respondents representing 6.3% indicated 51 and above. Hence, the majority of the

respondents fall within 31-40 years.

Table 4.1.5: Distribution on Educational Qualification

OPTION FREQUENCY PERCENTAGE %
National Diploma 9 11.4
Higher N.D. 12 15.2
B.Sc. 32 40.5
M.Sc. and above 26 32.9
TOTAL 79 100
Source: Field Survey, 2021

The table 4.1.5 shows the responses of the research respondents on educational

qualification. In the table, 9 respondents representing 11.4% of the entire respondents

indicated they have National Diploma qualification, 12 respondents representing

15.2% of the respondents stated that they have Higher N.D., 32 respondents

representing 40.5% of the entire respondents indicated they have B.Sc. qualification

while 26 respondents representing 32.9% of the respondents stated that they have

M.Sc. and above. Therefore this table reveals that majority of the respondents are in

possession of B.Sc qualification.

Table 4.1.6: Cadre Distribution of Respondents

OPTION FREQUENCY PERCENTAGE (%)
Junior staff 55 69.6
Senior staff 21 26.6
Management 3 3.8
Total 79 100
Source: Field Survey, 2021

46
The table 4.1.6 shows the cadre distribution of the respondents. In the table, 55

respondents representing 69.6% of the respondents stated that they are junior staff, 21

respondents representing 26.6% stated that they are senior staff while 3 respondents

representing 3.8% are among the management. Therefore this table reveals that

majority of the respondents are junior staff

Table 4.1.7: Distribution on length of career service

OPTIONS FREQUENCY PERCENTAGE %
1- 5 years 35 44.3
6 – 10 years 27 34.2
10 years and above 17 21.5
TOTAL 79 100
Source: Field Study, 2021

The above table presents the research respondents on length of career service of the

staff. In the table, 35 respondents representing 44.3% of the respondents states that

they have worked between 1-5 years, 27 respondents representing 34.2% of the

respondents indicated 6–10 years while 17 respondents representing 21.5% of the

respondents indicated 10 years and above. Thus, base on the evidence on the table the

majority of the respondent falls within 1-5 years of work experience.

4.2 Data Analysis

This is the analysis of the questions that contributes majorly on the deductions and

conclusions of the study. These questions were coined out from the research questions

of this study.

47
 Table 4.2.1: Mean rating of responses of respondents on the effect of time planning on
service delivery
S/N ITEMS SA A U D SD N FX Decision
X
1 I am continually conscious that time is my most 26 45 6 2 - 79 332 4.2 Accepted
critical resource
2 All tasks are time accountable in the firm 42 35 1 - 1 79 354 4.5 Accepted
3 When task are well planned it gives room for 30 36 3 10 - 79 323 4.1 Accepted
efficient execution
4 All my duties in the organisation are all daily 43 33 - 3 - 79 353 4.5 Accepted
scheduled and planned
5 Because our task are planned, we are able to meet 26 50 2 - 1 79 337 4.3 Accepted
customers’ expectations
Total 4.3 Accepted
Source: Field Survey, 2021.

Table 4.2.1 above shows the mean mark calculated from the response of the

respondents on the effect of time planning on service delivery. Based on the decision

rule, that if x is below 2.5 it is considered rejected and if x is 2.5 and above it is

considered accepted. However, all the items in the table were accepted because they

score the mean score of 2.5 and the overall mean is 4.3 it therefore proves that time

planning affect service delivery.

Table 4.2.2: Mean rating of responses of respondents on the extent to which staff
attitude to time affect organisational goal attainment
S/N ITEMS SA A U D SD N FX X Decision
6 Sometimes at work i feel pressed for time 31 47 1 - - 79 346 4.4 Accepted
7 I make use goal setting and a priority list 57 21 - 1 - 79 371 4.7 Accepted
8 I keep a time log to the nearest minute of everything 41 39 - - - 79 361 4.6 Accepted
I do
9 When I often procrastinate (post-pone) completing 57 21 1 - - 79 372 4.7 Accepted
my daily tasks it affect the overall performance
10 When I fail to give my undivided attention to one 21 54 - 4 - 79 329 4.2 Accepted
task at a time, I find it difficult to achieve the task
and others
Total Mean 4.5 Accepted

Source: Field Survey, 2021.

Table 4.2.2 above shows the mean mark calculated from the response of the

respondents on the extent to which staff attitude to time affect organisational goal

48
 attainment. Based on the decision rule, that if x is below 2.5 it is considered rejected

and if x is 2.5 and above it is considered accepted. However, all the items in the table

were accepted because they score the mean score of 2.5 and the overall mean is 4.5 it

therefore proves that staff attitude to time affect organisational goal attainment..

Table 4.2.3: Mean rating of responses of respondents on the extent to which time
waster affects completion of assigned duties in organisation
S/N ITEMS SA A U D SD N FX X Decision

11 When time wasters are retrenched, faults are 30 46 - 2 1 79 339 4.3 Accepted
minimized and performance improves
12 Procrastination affects the level of work delivery 53 21 - 5 - 79 359 4.5 Accepted
13 When there are Delay of information it affects the 64 15 - - - 79 380 4.8 Accepted
completion of assigned duties in the organisation
14 Excessive interruption at the work distracts me from 26 45 6 2 - 79 332 4.2 Accepted
actualizing assigned task
15 I find it difficult to achieve multi-tasks assignment 42 35 1 - 1 79 354 4.5 Accepted
especially alone
Total Mean 4.5 Accepted
Source: Field Survey, 2021.

Table 4.2.3 above shows the mean mark calculated from the response of the

respondents on the extent to which time waster affect completion of assigned duties in

organisation. Based on the decision rule, that if x is below 2.5 it is considered rejected

and if x is 2.5 and above it is considered accepted. However, all the items in the table

were accepted because they score the mean score of 2.5 and the overall mean is 4.5 it

therefore proves that time waster affect completion of assigned duties in organisation.

49
4.3 Test of Hypotheses

The results for the various tests of hypotheses, which were tested with the Liner

Regression analysis and the results are presented below:

4.3.1 Test of Hypothesis One

Ho : Time planning has no significant positive effect on service delivery.

Ho : Time planning has significant positive effect on service delivery.

Table 4.3.1a: Model Summary

Model R R Adjusted Std. Error of
Square R Square the Estimate
1 .333a .111 .104 1.65514
a Predictors: (Constant), Time planning

The model summary provides helpful information about the regression analysis. First,

the ‘R’ column is the correlation between the actually observed independent variables

and the predicted dependent variable (i.e., predicted by the regression equation). ‘R

square’ is the square of R and is also known as the ‘coefficient of determination’. It

states the proportion (or percentage) of the (sample) variation in the dependent

variable that can be attributed to the independent variable(s). Further explanation is

given under the Table 4.3.1b

Table 4.3.1b: ANOVA

Model Sum of Df Mean F Sig.
Squares Square
Regression 45.354 1 45.354 16.556 .000(a)
1 Residual 364.350 77 2.739
Total 409.704 78
a Predictors: (Constant), Time planning
b Dependent Variable: Service delivery

50
In this study 11.1% variation in time planning. The hypothesis which stated that

“Time planning has no significant positive effect on service delivery” was rejected at

R=0.33, R2=0.11, F (1, 134) =16.556; p<.05. The null hypothesis is therefore rejected.

This implies that time planning has significant positive effect on service delivery.

Table 4.3.1c: Coefficients(a)

Unstandardized Standardized
Model Coefficients Coefficients
B Std. Error Beta T Sig.
1 (Constant) -.317 .474 -.668 .506
TP .896 .109 .333 8.239 .000
a Dependent Variable: service delivery

The table above revealed the degree of influence of time planning on service delivery

and its level of significance. The statistical results is given as; (Time planning β

=.896; t=.8.239; p>0.05). The statistical result implies that time planning is a

statistically significant predictor of service delivery.

Linear Regression Model is given as Y = a + βX

Where Y = service delivery

a = constant

βx = Coefficient of X

Therefore service delivery = .317 + 0.896TP

Based on the results in the Anova table above, the significance level for time planning

is less than 0.01 therefore we accept the alternative hypothesis and reject the null

hypothesis. That is time planning has significant positive effect on service delivery.

51
4.3.2 Test of Hypothesis Two

Ho: Staff attitude to time has no significant positive effect on organisational goal

attainment.

Hi: Staff attitude to time has significant positive effect on organisational goal

attainment.

Table 4.3.2a: Model Summary

R R Adjusted Std. Error
Model Square R Square of the Estimate
1 .342a .117 .111 1.16166
a Predictors: (Constant), Staff attitude

The model summary describes the proportion (or percentage) of the (sample) variation

in the dependent variable that can be ascribed to the independent variable(s). Further

explanation is given under the Table 4.3.2b below.

Table 4.3.2b: ANOVA

Model Sum of Squares Df Mean Square F Sig.

Regression 23.825 1 23.825 17.655 .000(a)

1 Residual 179.479 77 1.349
Total 203.304 78
a Predictors: (Constant), Staff attitude
b Dependent Variable: organisational goal attainment

In this study 11.7% variation in staff attitude. The hypothesis which stated that “Staff

attitude to time has no significant positive effect on organisational goal attainment”

was rejected at R=0.342, R2=0.117, F (1, 134) =17.655; p<.05. Thus, the null

hypothesis is therefore rejected. This implies that staff attitude to time has significant

positive effect on organisational goal attainment.

52
Table 4.3.2c: Coefficients(a)
Unstandardized Standardized
Model Coefficients Coefficients
B Std. Error Beta T Sig.
1 (Constant) 2.146 .243 8.833 .000
SA .559 .058 . 342 9.729 .000
a Dependent Variable: organisational goal attainment

The table above revealed the degree of influence of staff attitude had on

organizational goal attainment and its level of significance. The statistical results is

given as; (staff attitude; β =.559; t=9.729; p<0.05). The statistical result implies that

staff attitude to time is a statistically significant predictor of the level of organizational

goal attainment.

Linear Regression Model is given as Y = a + βX

Where Y = organizational goal attainment

a = constant

βx = Coefficient of X

Therefore organizational goal attainment = 2.146 + .559SA

Based on the results in the Anova table above, the significant levels for staff attitude is

less than 0.01 therefore we accept the alternative hypothesis and reject the null

hypothesis. That is, staff attitude to time has significant positive effect on

organisational goal attainment.

53
4.3.3 Test of Hypothesis Three

Ho : Time waster has no significant positive effect on completion of assigned duties

in organisation.

Hi : Time waster has significant positive effect on completion of assigned duties in

organisation.

Table 4.3.3a: Model Summary

Model R R Adjusted Std. Error of
Square RSquare the Estimate
1 .221a .110 .211 .14314
a Predictors: (Constant), Time waster

The Model summary indicates a significant effect of time waster on completion of

assigned duties in organisation of 0.221 as indicated by the R, which is the correlation

coefficient of the two variables. The R Square value, 0.110 further revealed that time

waster accounts for 11.0% contribution in completion of assigned duties in

organisation. The Adjusted R square, 0.211 depicts that the model formulated has

21.1% predictability.

Table 4.3.3b: ANOVA

Model Sum of Df Mean F Sig.
Squares Square
Regression 10.112 1 3.404 24.201 .000b
1 Residual 12.201 77 .121
Total 22.313 78
a Predictors: (Constant), Time waster
b Dependent Variable: Completion of assigned duties

Table 4.3.3b shows that the F-value is the Mean Square Regression (24.201) divided

by the Mean Square Residual (0.121), yielding F=24.201. The model in this table

shows that time waster is statistically significant at (Sig =.000) and is a significant

predictor of completion of assigned duties in organisation at F (3,184) = 24.201.

54
 Table 4.3.3c: Coefficients(a)
Model Unstandardized Standardized T Sig.
Coefficients Coefficients
B Std. Error Beta
(Constant) .541 .123 1.104 .001
1 TW .130 .032 .221 2.131 .000
a Dependent Variable: Completion of assigned duties

The Regression coefficient table 4.2.1c had the value of the constant in the regression

equation as 0.541 and beta coefficient of 0.130 at t=2.131 and sig=p=.000. This also

shows significance as sig=p=.000<.05 which is the level of significance adopted for

this study. The regression analysis also indicates that time waster accounted for 13.0%

of every change in completion of assigned duties in organisation.

The regression model restated is:

TW= 0.541 + 0.130C + 3.46

In order to make a decision as to the acceptance or rejection of the null hypothesis, the

F-statistic value on the ANOVA table was used.

Fcal= 24.201; Ftab= F(2,100) = 1.44

Fcal>Ftab

Following the decision rule, we reject the null hypothesis and accept the alternate

hypothesis that time waster has no significant positive effect on completion of

assigned duties in organisation. This implies that time waster has significant positive

effect on completion of assigned duties in organisation.

55
4.4 Discussion of Findings

The finding of the study revealed that time planning has significant positive effect on

service delivery. This finding is in agreement with the finding of Harahsheha (2019)

which showed that time planning strategy, utilization of the resources, time organizing

strategy and priorities status strategy of resources positively influence on employee

performance. This finding also is alignment with the finding of Wendy and Olori

(2017) which revealed that a positive and significant relationship between Time

Management and Organizational effectiveness. Hence, the study therefore concludes

that Time Management affects Organizational effectiveness in manufacturing firms in

Port Harcourt.

The finding showed that staff attitude to time has significant positive effect on

organisational goal attainment. This finding is consistent with the finding of Elham,

Mehdi and Seyed (2014) that there is meaningful relation between stress coping styles

and time management among male employees. However, there is no meaningful

relation between the stress coping styles and organizational effectiveness. In

agreement Daniel and Santeli (2020) revealed that there is a positive relationship

between the organizational performance and effective time management.

The finding revealed that time waster has significant positive effect on completion of

assigned duties in organisation. This finding is in agreement with Ojokuku and

Obasan (2011) which showed that time management is essential for effective service

delivery because it enhances completion of assignments, and promotes excellence in

performing the tasks. Also, Adeyinka (2012) study concurs that effective time

56
management will improve staff productivity, make scheduling of jobs easier, make

staff to perform tasks at their highest skill level, help staff to prioritise and accomplish

important task, recording and guiding the organisation towards achieving its set goals.

57
 CHAPTER FIVE

SUMMARY OF FINDINGS, CONCLUSIONS AND RECOMMENDATIONS

5.1 Summary of Findings

Having carried out this research project, the researcher made the following findings:

i. The study revealed that time planning has significant positive effect on service

delivery. This is indicated as β =.896; t=.8.239; p>0.05.

ii. The study revealed that staff attitude to time has significant positive effect on

organisational goal attainment. This is indicated as β =.559; t=9.729; p<0.05.

iii. The study revealed that time waster has significant positive effect on completion of

assigned duties in organisation. This is indicated as β=.230; t=4.272; p<0.01.

5.2 Conclusions

This study has empirically shown that time management affects organisational

performance in money deposit banks in Enugu State. Effective time management

influences service delivery, job performance, organisational goal attainment and

completion of assigned duties in organisation which contribute to organisational

performance. However, time management practices are influenced by time planning,

time waster and staff attitude to time management. Hence, the study concludes that

effective time management will improve staff productivity, make scheduling of jobs

easier, make staff to perform tasks at their highest skill level, helping staff to prioritize

and accomplish important task, recording and guiding the organization towards

achieving its set goals.

58
5.3 Recommendations

The researcher made the following recommendations:

i. Avoid attempting too much task; make sure you delegate the right task to the

right person

ii. There is a need to establish time management policy and rules that will help

employers to shape the behaviour of the employees at work place. And there

should be an effective implementation of policy and laws against people who

misuse time.

iii. Make use of technology time savers and use the most appropriate form of

technology for your purpose.

5.4 Areas for further study

The study was limited to public sector particularly the money deposit banks in Enugu

State. This limitation may be hindered some findings therefore future researchers

should conduct the study in other public sectors so as to come up with more findings.

59
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61
 APPENDIX

QUESTIONNAIRE

University of Nigeria Enugu Campus,

Faculty of Business Administration
Department of Management
23rd April, 2021

REQUEST FOR THE COMPLETION OF QUESTIONNAIRE

I am a student of the above named institution and Department, carrying out a research
on the topic titled; “time management and organisational performance of Deposit
Money Banks In Enugu State, Nigeria”

The attached questionnaire contains a set of questions on the study which require your
sincere completion. It is all part of the requirement for the award of Bachelor of
Science degree (B.Sc.) in management. All information to be provided will be strictly
used only for academic purposes.

Thank you

Yours faithfully

Casmire

62
 SECTION A

INSTRUCTIONS: Kindly indicate your answers by making a tick (√) in the

boxes provided or comment in the appropriate spaces.

Socio-demographic Data

a. Sex: Male [ ] Female [ ]

b. . Marital Status: Married [ ] Single [ ] Widow [ ] Widower [ ]

c. Educational Qualification: National Diploma [ ] Higher N.D. [ ]

B.Sc. [ ] M.Sc. and above [ ]

d. What is your position: Junior Staff [ ] Senior Staff [ ] Management [ ]

e. Age: 20-30 years [ ] 31-40 years [ ] 41-50 years [ ] Above 50 years [ ]

f. How long have you been in your company: 1- 5 years [ ] 6 – 10 years [ ]

above 10 years [ ]

SECTION B

Please tick (√) in the appropriate column that represents your opinion in each statement.

Key words are shown below:

SA - Strongly Agree
A – Agree
U - Undecided
D - Disagree
SD – Strongly Disagree

63
SECTION (B1)

How does time planning affect service delivery?

S/N ITEMS Response Keys
SA A U D SD
5 4 3 2 1
1 I am continually conscious that time is my most critical resource
2 All tasks are time accountable in the firm
3 When task are well planned it gives room for efficient execution
4 All my duties in the organisation are all daily scheduled and planned
5 Because our task are planned, we are able to meet customers’ expectations

SECTION (B2)
What extents does staff attitude to time affect organisational goal attainment?
S/N ITEMS Response Keys
SA A U D SD
5 4 3 2 1
6 Sometimes at work i feel pressed for time
7 I make use goal setting and a priority list
8 I keep a time log to the nearest minute of everything I do
9 When I often procrastinate (post-pone) completing my daily tasks it affect
the overall performance
10 When I fail to give my undivided attention to one task at a time, i find it
difficult to achieve the task and others

SECTION (B3)

What extent does time waster affect completion of assigned duties in organisation?
S/N ITEMS Response Keys
SA A U D SD
5 4 3 2 1
11 When time wasters are retrenched, faults are minimized and performance
improves
12 Procrastination affects the level of work delivery
13 When there are Delay of information it affects the completion of assigned
duties in the organisation
14 Excessive interruption at the work distracts me from actualizing assigned
task
15 I find it difficult to achieve multi-tasks assignment especially alone

64