Planning behavior and perceived control of time at work

By B. Claessens, Van Eerde, C. Rutte, Robert A. Roe. 2004

238 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/23af3c3db27a028c35c10fbf9767a59cbf050ad7

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In Social Psychology

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Citations in the corpus

Principal time management skills: Explaining patterns in principals’ time use, job stress, and perceived effectiveness (2015, background): “Claessens et al. (2004) documented similar paths from time management to perceived time control to reduced work strain and higher job performance in a study of engineers in a semiconductor manufacturer.”
Time in applied psychology: The study of "what happens" rather than "what is." (2008, background): “It is unmistakable that time is part of current theorizing and research in applied psychology, at least in certain areas, such as time management (Claessens, Van Eerde, Rutte, & Roe, 2004; Macan, 1994) and entrainment in teams (Kelly & Barsade, 2001; McGrath & Kelly, 1986).”
A Great Many Things to Do and Not a Minute to Spare: Can Feedback From Supervisors Moderate the Relationship Between Skill Variety, Time Pressure, and Employees' Innovative Behavior? (2009, background): “Employees who could control their time at work were more satisfied with their working conditions and more committed to their work (Claessens, van Eerde, Rutte, & Roe, 2004 ).”
Time in Individual-Level Organizational Studies: What is it, How is it Used, and Why Isn't it Exploited More Often? (2015, background): “Findings from time management studies have demonstrated that greater use of time management, particularly tactics for goal setting and greater organization, led to higher levels of perceived control of time and increased job performance (Barling et al. 1996,Claessens et al. 2004,Macan 1994).”
Redrawing the boundaries of OCB? An empirical examination of compulsory extra-role behavior in the workplace (2007, methodology): “…and participation and decision-making are among the most important formal indicators of decentralization and span of control in the organization and have a relationship with many performance measurements (Bell & Menguc, 2002; Claessens et al., 2004; Lam et al., 2002; Van Yperen et al., 1999).”
A review of the time management literature (2007, methodology): “Claessens et al. (2004) used a different time management scale to test the mediation model over time.”
It’s About Time: New Perspectives and Insights on Time Management (2017, methodology): “Claessens et al. (2004) reported an effect size of r 5 .30; Macan’s (1994) ranged from r 5 .10 (statistically nonsignificant) to r5 .19 depending on the subscale; andNonis, Teng, andFord (2005) failed to find statistically significant effects in their U.S. sample.”
Impact of Time Management Behaviors on Undergraduate Engineering Students’ Performance (2019, background): “Such a time management strategy is referred to as “planning behaviour” (Claessens et al., 2004) where effective time management involves understanding the effort required to address the many aspects of learning and is enhanced through motivation and goal orientation (Braxton, Hirschy, & McClendon, 2”
Tests of the Three-Path Mediated Effect (2008, background): “In another study, employees’ perceived control of their time was found to partially mediate the relations between the independent variables of workload, job autonomy, and planning behavior and the dependent variables of work strain, job satisfaction, and job performance ( Claessens, Van Eerde, Rutte”
Things to do today...: a daily diary study on task completion at work (2010, methodology): “In complex jobs, planning involves making decisions about which goals to perform, how to prioritise them, and how to cope with distractions when carrying them out under time constraints ( Claessens, van Eerde, Rutte, & Roe, 2004 ).”