08 Chapter 3

CHAPTER III
ANALYSIS AND INTERPRETATION OF PERCEPTIONS ON
TIME MANAGEMENT AND PROFESSIONAL DEVELOPMENT
OUTCOMES OF I.T. PROFESSIONALS
3.1 INTRODUCTION:
This chapter presents an empirical analysis that shed light on
perceptions of the respondents on time management techniques and factors
influencing time management perceptions on professional development
outcomes with respect to selected demographic social and economic variables.
Based on these analyses, an attempt is made to develop comprehensive profiles
of the respondents with reference to time management and professional
development outcomes.
Certain observed research citations indicate that time assessment,
planning and monitoring behaviours are described as aspects of time
management. Time management is a behavioural attitude that aim at achieving
an effective use of time while performing certain goal directed activities1. It
also revealed the existence of positive relationship between adequate time
management and organizational performance2. Shpeer (2010)3 examined the
importance of time as a rare and precious resource on awareness of time
management. He emphasized it as part of organizational management culture
and strengthening workers by providing necessary skills through time
management training and to measure employee performance over time.
80
Therefore, a detailed study of the influence of demographic, social and
economic variables on time management is attempted in this chapter.
Information gathered was analyzed in two stages. In first stage, analysis
of democratic profile with time management and professional development
dimensions were performed by considering
(1) Percentages
(2) Arithmetic means and standard deviations of each are to specify the
domain and to find where the IT worker faces more important among
the four main areas and to identify the responses of the different
dimensions.
(3) Fivefold analysis is done to determine the impact of independent
variables such as age, gender, marital status, employment status and
type of organization. To find out the mean differences between I.T.
professionals’ demographic characteristics with techniques of time
management, impediments of time management and professional
development outcomes, ‘t’ Test and F test values were obtained.
In the second stage, an empirical analysis of various factors influencing
the time management and measurement of professional development outcomes
of I.T. personnel were performed. Further, this analysis highlights the degree
of various factors that influence the techniques of time management, level of
time management techniques adopted, personal time planning, measurement of
professional development outcomes of I.T. professionals and impediments of
time management.
81
TABLE 3.1
TABLE SHOWING THE DEMOGRAPHIC
PROFILE OF RESPONDENTS
Number of IT
S. No Particulars Percentage
professionals
1. Age of IT professionals
Below 30 years 286 54.80
31 - 40 years 131 25.10
Above 40 years 105 20.10
Total 522 100
2. Gender distribution of IT professionals
Male 279 53.40
Female 243 46.60
Total 522 100
3. Marital status of IT professionals
Single 276 52.90
Married 246 47.10
Total 522 100
4. Number of Dependents of IT professionals
None 208 39.80
Up to 3 294 56.30
Above3 20 3.80
Total 522 100
5. Employment Status of IT professionals
Non Managerial level 288 55.20
Junior Managerial level 87 17.70
Middle Managerial level 71 13.06
Top Managerial level 76 14.04
Total 522 100
82
Number of IT
professionals
6. Functional Area of IT professionals
HR 58 11.10
Marketing 23 4.40
Finance/Accounts 58 11.10
General admn. /secretarial 59 11.30
Software development 267 51.10
IT enabled services/BPO 57 10.90
Total 522 100
7. Type of Organization of IT professionals
Indian 133 25.50
Multinational 389 74.50
Total 522 100
8. Monthly Income of IT professionals
Up to Rs.20,000 109 20.90
Rs.20,000 - Rs.30,000 162 31.00
Rs.30,000 - Rs.50,000 136 26.10
Above Rs. 50,000 115 22.00
Total 522 100
9. Educational Qualification of IT professionals
Graduates 109 20.90
Post graduates 200 38.30
Professional 213 40.80
Total 522 100
10.Experience of IT professionals in work life
Up to 5 years 303 58.00
5 - 10 years 116 22.20
Above 10 years 103 19.70
Total 522 100
83
Number of IT
professionals
11. Career promotions of IT professionals in work life
Up to 3 318 60.90
Above 3 204 39.10
Total 522 100
12. Organizations changed by IT professionals in work life
None 233 44.60
Up to 2 167 32.00
Above 2 122 23.40
Total 522 100
13. Working in business strategy team
Yes 147 28.20
No 375 71.80
Total 522 100
14. Functional areas of business strategy team
Planning Process 51 9.80
Organizing/business
33 6.30
initiatives
Control systems 15 2.90
Co-ordination tasks 20 3.80
Appraisal /evaluation 23 4.40
Others 5 1.00
Total 147 100
Source: primary data
The profile of sample respondents indicate that:-
With regard to the age group, out of 522, 79.90% of the IT
employees are less than or equal to 40 years of age.
84
Out of 522 employees, 53.40% of the employees are males and
remaining 46.60% of the IT professionals are females. This shows
that majority of the IT employees (53.40%) are males.
52.90% of the respondents of the IT employees are unmarried as per
the sample data.
The above table depicts the 56.30% of the employees are having
commitment of up to 3 dependents, 39.80% of the IT employees are
having less than 3 dependents and another 3.80% of the IT
employees are having more than 3 dependents. This shows that most
of the IT professionals (56.30%) are having up to 3 dependents.
As per the sample data, 55.20% of the I.T employees are working in
non managerial level and 44.80% of them are working in managerial
level, showing that majority of the IT employees are working in non
managerial category as per the survey.
31.00% of the employees are earning Rs.20,000 – Rs.30000 as their
monthly income, 26.10% of the employees are earning Rs.30,000 –
Rs.50000 per month, 22.00% of the employees are earning above
Rs.50,000 as their monthly salary, and 20.90% of the employees are
earning less than Rs.20,000 per month. This indicates that most of
the IT employees are earning Rs.20,000 – Rs.30,000 as their monthly
income.
Out of 522 employees 40.80% of the employees are possessing
professional degrees. 38.30% of the employees are Post graduates
85
and another 20.90% of the employees are having graduation as their
educational qualification, showing that majority of the IT employees
(40.80%) are possessing professional degrees.
58.00% of the employees are having work experience of up to 5
years, 22.20% of the employees are having experience of 5-10 years
and 19.70% of the employees are having experience of above 10
years. This reveals that most of the IT employees (58.00%) are
having experience of up to 5 years in work life.
Out of 522 employees 60.90% of the employees have got up to 3
career promotions in their work life and another 39.10% of the
employees have got more than 3 career promotions in their work life.
This shows that majority of the IT employees (60.90%) have got up
to 3 career promotions in their work life.
44.60% of the employees are still working with their first employer,
32.00% of the employees have changed up to two organizations and
another 23.40% of the employees have worked more than two
Organizations. This indicates that majority of the IT employees
(44.60%) are working with their first employer.
71.80% of the employees expressed that they are not part of business
strategy team in their organizations and the remaining 28.20% of the
employees accepted that they are associated with the business
strategy team in their organizations which conclude that majority of
86
the IT employees (71.80%) are not associated with business strategy
team of their organization.
9.80% of the employees are in the planning process of the
organization, 6.30% of the employees are in the organizing/business
initiatives of the organization, 2.90% of the employees are involved
with controlling the systems, 3.80% of the employees are in the co-
ordination tasks of the organisation, 4.40% of the employees are in
the appraisal /evaluation programmes of the organization. This
shows that majority of the IT employees involved in business
strategy team (9.80%) are working in planning process.
3.2 ANALYSIS OF TECHNIQUES OF TIME MANAGEMENT
Table 3.2
Importance of Time management
S. No Statements Mean SD
I am well aware that time is my most critical
1 4.59 .614
resource (Awareness of time)
I set myself clear goals in my life
2 4.16 .684
(Clear life goals)
I feel time audit is very important for
3 4.29 .744
performance evaluation (Time audit)
For me, quality of work is more important
4 4.30 .785
than strict time schedule (Time schedule)
To be successful in life, one must place task
5 4.43 .604
and time properly (Task and time planning)
Source: primary data Average mean 4.35
87
Time is an important part of life. So one must know how to invest it in
planning, scheduling, organizing, save time and to reduce stress in the long run.
Effective time management encompasses on creating a certain amount of time
to organize how the rest of the time should be spent. This will make sure that
priorities will be made.
The above table shows the mean responses given by the IT professionals
from selected organizations in Chennai towards importance of time
management. From this analysis it is inferred that the respondents are very
much aware of time management and they give more importance in preparing
time and task budget.
It is supported by a study, “Influence of workers attitude towards time
and work on perceived job performance in private and public sector” 4, which
implies that workers know the importance of time and there is no difference in
their way of thinking, feeling and acting in respect to the use of time.
Table 3.3
Self consciousness in Time management
I set my priorities according to their
1 4.44 .660
importance (Prioritization)
I want everything in its proper place at
2 4.02 .900
home and office (Organizing)
I always do right things in the right way
3 3.95 .824
in available time frame (Time efficiency)
I prefer a quiet time into each work day
4 3.93 .786
(Quiet time)
Source: primary data Average Mean 4.08
88
Self-Consciousness about time management helps a person to increase
the level of time management techniques adopted in work.
The above analysis reveals that the IT professionals surveyed are
prioritizing and organizing their daily work and capable of doing their right
thing at the right time and they are good in self consciousness in time
management.
Table 3.4
General planning in Time management
I make a fresh –to- do list daily
1 3.79 .899
(To do list)
I prefer to keep a track of the productive use of
2 3.78 .856
my time (Time track)
I generally give undivided attention to one task
3 3.67 .954
at a time (Time concentration)
I am usually interested in preparing time budget
4 3.74 .930
for my tasks (Time and Task budget)
The degree of efficiency and success depends on the adequacy of the
planning and use of time. As there is a need to balance many roles in today’s
society, it is a challenge to invest time in the many rolls which makes it
necessary to plan time and tasks.
Regarding the general planning and time management analysis, it is
inferred that the respondents are good at maintaining ‘to do list’, time log and
‘time and task’ budget.
89
Table 3.5
Coping with time management skills
I use my prime work times, to complete the important
1 4.13 .746
task (Prime time)
I do not try to defer / postpone my work
2 3.82 .977
(Procrastination)
I do something productive, whenever I have time
3 3.72 .925
intervals (Productive time use)
I try to finish at least one task everyday on priority
4 4.10 .818
basis (Task prioritization)
The above analysis shows that the IT professionals surveyed are more
than average in coping with time management skills and they are using their
prime time and task prioritizing as coping skills.
Table 3.6
Implementation efforts
I divide large work schedules into smaller
1 4.06 .792
separate stages (Division of work schedule)
I set deadlines for myself both at work and non-
2 3.97 .802
work situations (Deadline setting)
I could not allocate sometime during the day
3 for personal work normally (Allocation of 3.46 1.046
personal time)
Managing ‘time’ is a complex phenomenon, but the individuals should
decide what to do with time and how best to organize the activity within the
time frame. The analysis of implementation efforts of the respondents reveal
90
that they are competent in implementation efforts by dividing the large work
schedule into small stages and setting deadlines for each stage of work.
3.3 ANALYSIS OF LEVEL OF TIME MANAGEMENT
TECHNIQUES ADOPTED:
Table 3.7
Self management
I always have control in my life as I can control
1 3.61 .849
my productive time (Productive time)
I used to organize my daily activities so that
2 3.79 .842
there is no confusion (Organizing)
I usually plan for some extra time to cover
3 3.55 .899
unforeseen event (unforeseen plan)
I work steadily at my own pace to reach
4 3.83 .804
deadlines (Meeting the deadlines)
Time is one of the scarce resources available to man and the utilization
could be explained within the framework of doing the right thing at the right
time in the work place while emphasizing on the time management skills and
Self-management is the powerhouse of time management5.
Analysis of self management of the surveyed professionals indicate that
organizing ability and the intension of meeting the deadline are above the
average mean, which shows that they are good in self management.
91
Table 3.8
Programmed line of activity
I apply a planned line of action in my work
1 3.98 .762
(Work schedule)
I used to reduce each stage of my task in terms
2 3.71 .822
of time and work(Task and time plan)
I always plan for the unplanned which affect
3 3.57 .986
my work(Contingency plan)
I always choose a field of activity most
4 conducive to my mental and intellectual 3.70 .862
constitution(Choice of field)
From the above analysis, it is inferred that the selected professionals for
this study are well versed in preparing their work schedule and in ‘task and
time’ plan which indicated that they are good at sequential time plans.
Table 3.9
Factors related to work
My life goal is realistic and within my capacity
1 4.02 .815
to achieve in the available time frame (Life goal)
My ideal life goal gives proper direction to avoid
2 dissipation of energy and time (dissipation of 3.94 .783
time)
I determine the frequency and duration of any
3 type of work to make a real change in my life 3.89 .832
(Work sequence)
I plan my work related activities sequentially to
4 ensure their orderly and timely completion 3.99 .868
(Work plan)
Source: primary data Average Mean 3.96
Factors related to work when analyzed shows that the respondents’
frame of their life goals and sequence of work plans are achievable and
92
measurable. They do have realistic life plans and strives to achieve their goals
through necessary work plans.
Table 3.10
Effectiveness of forceful action
I analyze my peak experience to realize my full
1 3.98 .827
potential in work (Work potential)
I always better balance my actual time used and
2 3.86 .887
ideal time used(Work time balance)
I always utilize my prime time productively
3 3.97 .880
(Productive time)
I never face the perennial problem of lack of time
4 3.61 1.068
in my work (lack of time)
This statistical analysis reveals that the respondents are having moderate
work potential by utilizing their productive time, but they do feel lack of time
to fulfill their work schedules.
Table 3.11
Planning and prioritizing
I know my key result areas in my work on
1 which I utilize my prime time 4.12 .828
(Key result areas of work)
I prioritize the high pay off activities to realize
2 the critical and time sensitive tasks 3.99 .873
(High pay of activities)
I daily concentrate on urgent and important
3 4.27 .794
work first (Work importance)
I used to analyze how my time is allocated to
4 4.00 .929
my priorities (Time analysis)
93
The above statistical analysis shows that in ‘planning and prioritizing’,
the IT professionals selected for the study are utilizing their prime time in key
result areas better by concentrating their urgent work first. Since the mean
responses are above the average level, it is inferred that they are good in
planning and concentrate on urgent and important work. But they lag behind in
analyzing the high pay off activities with time budget.
Table 3.12
Organizing
S.No. Statements Mean SD

I use project mapping techniques to help
1 3.50 .982
organize all project work (Project mapping)
I prefer work objectives that are clear,
2 3.95 .836
achievable and measurable (Work preferences)
I struggle when organizing work on complex
3 and long term objectives 3.14 1.191
(Organizing complex work)
I anticipate change in work responsibilities and
4 try to alter my activities accordingly 3.65 .844
(Work prediction)
Organizing ability of the respondents of this survey shows the work
responsibility and clear achievable work objectives are more preferred criteria
for them than organizing complex and long term objectives.
94
Table 3.13
Delegation
I wish delegated work is matched to my
1 knowledge skills and interest(Delegation of 3.79 .873
work)
I prefer to teach others how to do the job rather
2 3.65 1.129
than do the job myself (Job training)
I have sufficient time to concentrate on
3 important tasks by way of delegation 3.79 .906
(Time use)
My superiors often meddle in work they have
4 delegated causing time run down 3.43 1.001
(Work interference)
From the above analysis, it is concluded that the respondents are good in
delegation and using the time available through delegation productively and
resent with interferences from superiors.
Table 3.14
Time traps
I do analyze work interruptions by whom,
1 when, about what and how long 3.51 .928
(work interruptions)
I am able to sort my paper work and office
2 email instructions according to priorities 3.86 .817
(Prioritizing paper work)
Work interruptions by colleagues and phone
3 calls cause delay in work commitments 3.44 1.045
(External time wasters)
Often I could not clear my desk and prepare
4 2.87 1.252
items for the next morning (Desk organizing)
95
It is inferred that the respondents are capable of analyzing work
interruptions and sorting out the paper work as per priorities and prepare
themselves for subsequent work schedules at moderate level.
3.4 ANALYSIS OF IMPEDIMENTS OF TIME MANAGEMENT:
Table 3.15
Lack of objectivity
Never Sometimes Always
N % N % N %
I find myself avoiding tasks which I
do not like but that must be done 103 19.7 328 62.8 91 17.4
(Task avoidance)
I find myself busy sorting out minor
problems and suffer frustration for 137 26.2 314 60.2 71 13.6
not finishing tasks(Problem sorting)
Source: Primary data
The above table explains that only less than 18% of the respondents are
always facing impediments through lack of objectivity. This shows that
impediments through lack of objectivity are less as perceived by IT
professionals, but regarding problem sorting capabilities, nearly 60% of IT
personnel feel that they do suffer from frustration, particularly on unfinished
tasks.
96
Table 3.16
Non - Cooperation

N % N % N %
I do not get annoyed or irritated
128 24.50 294 56.30 100 19.20
when things do not go well
I have a problem handling stress
165 31.60 259 49.60 98 18.80
tension or anxiety
The responses given by the IT professionals, shows that less than 20%
of the respondents are always facing impediments through non cooperation.
This shows that impediments through non cooperation are meager.
Table 3.17
Egoism

N % N % N %
If I have to wait I feel angry
90 17.20 267 51.10 165 31.60
immediately
I take decisions by myself without
231 44.30 193 37.00 98 18.80
consulting the people involved in it
I find myself easily get irritated by co-
76 14.60 248 47.50 198 37.90
workers
I find myself harder and less
283 54.20 166 31.80 73 14.00
sympathetic with people
This analysis indicates the agreement/disagreement towards Egoism.
The responses given by the IT professionals, shows that less than 38% of the
respondents are always facing impediments through personal egos which arises
out of their work situation.
97
Table 3.18
Personality complexes

Particulars
N % N % N %
I never feel flattered by others rating 121 23.20 256 49.00 145 27.80
me high
I feel bad when I share my work with 82 15.70 275 52.70 165 31.60
others
I believe most people are selfish or 107 20.50 287 55.00 128 24.50
inconsiderate
The above table reveals the agreement/disagreement towards personality
complexes. The responses given by the IT professionals show that less than
46% of the respondents are always facing impediments through perceived
personality related complexities, when dealing with office colleagues.
Table 3.19
Daily work schedule

N % N % N %
I have recorded log of exactly
127 24.30 211 40.40 184 35.20
how I spend the time
I find an hour a day to do
62 11.90 221 42.30 239 45.80
uninterrupted work in my office
I schedule my activities at least a
127 24.30 219 42.00 176 33.70
week in advance
I limit my work time to a certain
number of hours each day and 133 25.50 211 40.40 178 34.10
no more
I have a reminder system on my
127 24.30 197 37.70 198 37.90
table
I review my plan at the end of
77 14.80 223 42.70 222 42.50
each day
I accept work request which are
really someone else’s 44 8.40 359 68.80 119 22.80
responsibilities
98
I have considerable difficulties
106 20.30 254 48.70 162 31.00
in making operational decisions
I have a list of all work
93 17.80 265 50.80 164 31.40
assignments on paper in advance
I often assign work to pending
category when it should be dealt 171 32.80 212 40.60 139 26.60
with on the spot
I set aside time for both short
and term long term plans in my 62 11.90 249 47.70 211 40.40
work life
This analysis displays the agreement/disagreement towards Daily work
schedule. The responses given by the I.T. professionals show that 40% of the
respondents are planning the daily work schedule and 27% of the respondents
are assigning their work in pending category and 40 % of the respondents are
planning both the short term and long term goals in their work life. It is
inferred that planning is key to effective time management. In this respect, the
study by ‘Adejo’6 explains that planning is an important element for high
performance in organizations.
3.5 ANALYSIS OF PERSONAL TIME PLANNING
Table 3.20
Specific Time management adopted
Yes No Total
N % N % N %
I am happy with the balance of
priorities between my work and 401 76.80 121 23.20 522 100
personal lives
I am disappointed with the amount and
253 48.50 269 51.50 522 100
quality of time I devote to my family
I constantly update my knowledge on
444 85.10 78 14.90 522 100
my professional field
I spend the time needed for personal
437 83.70 85 16.30 522 100
and career development
I set specific written goals and put 329 63.00 193 37.00 522 100
99
deadlines on them
I find time to pursue activities I enjoy
329 63.00 193 37.00 522 100
other than work schedules
My life is always busy but I feel I have
260 49.80 262 50.20 522 100
not accomplished much
I review my long range performance
goals both in personal and professional 381 73.00 141 27.00 522 100
life
I always take advantage of available
424 81.20 98 18.80 522 100
options and availabilities to set goals
I set goals and practice regularly to
369 70.70 153 29.30 522 100
enrich myself
The above analysis shows that the agreement/disagreement towards
specific time management methods adopted. The agreements given in the
table 3.20 shows that most of the IT professionals are adopting specific time
management practices to make themselves comfortable in work life and
personal life. But at certain times, they feel lack of quality time devoted to
family due to busy work schedules.
3.6 ANALYSIS OF PROFESSIONAL DEVELOPMENT OUTCOMES
Table 3.21
Achievement in Personal career goal setting
S.
Statements Mean SD
No
I have gained more time for task that
advanced my life goals by giving no
1 3.83 .897
attention to time wasters
(Task advancement)
I have achieved my time and task budget
which motivates me for the completion of
2 3.88 .765
my goals positively
(Time and task achievement)
Prioritizing of work demands leads me to
3 performance effectiveness objectively 4.08 .699
(Effective performance)
100
This statistical analysis indicates that the respondents are satisfied with
their goal achievements which lead to performance effectiveness. Achievement
in personal career goal setting are more than the average level which shows
that there are satisfied with the allocation of tasks, time and prioritizing work
plans.
It is supported by the study, ‘time management and job performance in
selected cities’7, where the correlation co-efficient is 0.674 indicating the
existence of positive strong relationship between matching tasks to amount of
time.
Another study by Adejo et.al8 infers that 65% of respondents strongly
agreed that time management has helped them to achieve their goals and 40 %
of the respondents agreed that time management has been helpful in the
increase of productivity.
Table 3.22
Work life balance
I am happy that I am more productive in my
1 work as I am free of worry about what is going 3.69 1.003
on at home (Work productiveness)
I always find time to successfully balance my
2 3.68 .981
work and family life (Work life balance)
Since my personal needs are addressed by
3 flexible working hours, I like to go an extra mile 3.68 .920
achieve goals (Flexible work time)
This above analysis indicates that the selected IT professionals for the
survey are successful in achieving the balance in work and in life with their
101
productive work and flexible working time. It is observed that all the mean
responses given by them towards work life balance are above the average level.
This shows that they perceive themselves in good work life balance.
Table 3.23
Resource planning
S.
Statements Mean SD
No
I have learnt how to allocate time, money
1 materials and space in my job 3.93 .856
(Resource allocation)
I like to work as a team in achieving the
2 organizational goals 4.05 .782
(Team work)
The mean responses given by the IT professionals towards resource
planning are above the average level, they are able to plan for the resource
allocation and team efforts in their work organizations confidently, as per the
survey.
Table 3.24
Social networking
I take advantage of opportunities through social
1 3.72 .933
networking (Better opportunities)
Social networking helps me to acquaint with
2 people who are interested in the same thing as I 3.69 .927
am (Social acquaintance)
I feel social networking is an essential tool
3 nowadays to make my presence felt by others 3.61 1.049
(Self importance)
102
This analysis shows that mean responses given by the IT professionals
from selected organizations in Chennai towards social networking. It is
observed that all the mean responses given by the IT professionals towards
social networking are above the average level, as the IT professionals feel
happy to be connected with social networks in order to associate themselves
with others for updating their knowledge acquaintance and for professional
development.
Table 3.25
Work Ethics
I am willing to take rest to get the important
1 tasks of the day completed 3.83 .923
(Task completion)
I always try to do my job with at most
2 honesty in my work organization (Work 4.29 .788
sincerity)
I devote my time as productively as I can

3 4.14 .810
(Time devotion)
This indicates the mean responses given by the respondents towards
‘work ethics’. It shows that IT professionals’ attitude towards work ethics are
above the average level and they are working with good professional ethics,
with regard to work commitment and concentration.
103
Table 3.26
Professional skills
I have acquired work place competency through
1 4.05 .813
my job (Work competency)
I enjoy working with people from culturally
2 4.00 .798
divorced backgrounds in my job (Work culture)
I can very well understand any new technology
3 and maintain trouble shoot equipments 4.04 .857
(Technical skill)
It is inferred from the above results that all the mean responses given by
the IT professionals towards Professional skills are above the average level.
This indicates that they have the required technical skills and work place
competency in a better manner, as perceived by them.
Table 3.27
Monetary and Non-monetary incentives
I enjoy additional paid vacation time for
1 completing the project within the scheduled 3.73 .934
time (Vacation pay)
I have been rewarded for my excellent job
2 performance with the project bonuses 3.85 .947
(Rewards)
I am allowed to do my job in the flexible
3 3.85 .910
working hours (Work flexibility)
It is observed from the above analysis that all the mean responses given
by the IT professionals towards monetary and non-monetary incentives are
104
above the average level. This shows that the IT professionals are getting good
monetary and non-monetary incentives from their work organizations.
Table 3.28
Stress control
I never add to my stress levels by running late to

1 3.77 .992
my workplace (Punctuality)
When stress is mounting at work I try to take
2 short breaks to reduce my stress 3.96 .821
(Stress reduction)
In a stressful environment in my workplace
3 usually I retain self control and self confidence 4.07 .741
(Self confidence)
This analysis indicates the mean responses given by the IT professionals
from selected organizations in Chennai towards their ability of ‘stress control’.
It is inferred that all the mean responses given by the IT professionals towards
stress control are above the average level except punctuality, which shows that
the IT professionals are very much in control of stress.
It is in confirmation with the study, “time management as a moderator
of relations between stressors and employee strain” by Steve.M.Jex9, explained
that feelings of control over time was strongly and negatively associated with
105
strain (-.42) suggesting that employees who feel that they have control over
time report lower level of strain.
Summary of Inferences:-
The selected IT professionals for this study are very much aware of the
importance of the time management.
They regularly prepare the time and task budgets and review the
same.
They used to prioritize and organize their work activities by
preparing time log and to do list.
They set deadline and prime time.
They give importance to key result areas and high pay of activities.
They analysed work interruptions and prepare daily work schedule
and personal time plan.
They lag behind in analyzing the high pay off activities with time
budget.
They do feel lack of time to fulfill their work schedules.
They resent work interferences from their superiors.
To conclude, it is observed that the selected IT Professionals for this
survey are almost very good at following the time management techniques such
as planning, prioritizing, goal setting and organizing to achieve the
performance effectiveness and work life balance. They are striving hard in
performing their jobs, which leads to getting rewards and reducing the stress
level.
106
Analysis of techniques of Time management with demographic, social and
economic variables
With hundreds of decisions to make in a day, managing time in such a
way to allow professionals to prioritize issues effectively is strategically
important. Therefore, arming professionals with time management strategies to
cope with the multitude of tasks faced on a daily basis is vital to success.
Presently IT profession seen as complex in nature and demanding continuous
change. High stakes in testing, delicate and a myriad of critical tasks both
planned and unplanned are commonly faced by IT employees. Therefore, it is
critical that professionals take control of their lives and identify ways to
efficiently make use of their time. The core emphasis of any time management
strategy consist of focusing results. Setting goals and working to achieve them
is a literature based time managed strategy that IT professionals need to employ
in their daily routines.
This study analyses differences in the perceptions of respondents’
techniques of time management on the basis of their social, economic and
demographic characteristic using one way ANOVA as presented below
3.7 ANALYSIS OF DEMOGRAPHIC VARIABLES AND
TECHNIQUES OF TIME MANAGEMENT:
This section deals with the comparison of demographic variables with
reference to techniques of time management adopted.
107
TABLE SHOWING THE ANALYSIS OF DEMOGRAPHIC
VARIABLES AND TECHNIQUES OF TIME MANAGEMENT
Table 3. 29
Demographic
significant
Sub Items
Variables
t/F Value
P Value
Level of
Value
Mean
S.No
Below 30 years 80.1215

1. Age 31 to 40 years 79.5638 2.013 0.000** S
Above 40 years 84.0577
2. Gender Male 80.0430 .585 .445 NS
Female 80.7119
3. Marital Status Single 80.1522 6.839 0.009** S
Married 80.5813
4. No. of Dependent None 81.1394
Upto 3 80.0170 1.563 0.017* S
Above3 77.1500
5. Employment Status Non Managerial
79.9931
level
Junior 2.258 0.000** S
83.3908
Managerial level
Middle
78.5915
Management
Top
79.8947
Management
6. Functional Areas HR 81.7759
Marketing 81.8696
Finance/
79.1552
Accounts
General
administration/ 80.8644 1.256 0.139 NS
Secretarial
Software
80.1760
development
IT enabled
79.8246
services/BPO
108
Demographic
t / F Value
significant
Sub Items
Variables
P Value
Level of
Value
Mean
S.No
7. Type of Private Sector 80.3525
organizations (Indian)
Private Sector 80.2648
(Multi National) 0.802 0.807 NS
Government 83.5455
sector
8. Monthly income Upto 20,000 80.5872
20,000-30,000 80.4321
30,000-50,000 79.7574
50,000-75,000 80.6129 2.844 0.000** S
Above 75,000 80.8679
9. Educational UG 78.9149
qualification PG 80.2500
Professional 1.239 0.153 NS
81.0395
Qualification
10 Total years of 1 to 5 years 79.9340
experience in 6 to 10 years 82.0776
work life 11 to 15 years 79.2471 2.142 0.000** S
11 No. of career Upto 2
80.2893
promotions in promotions
work life 3 to 5 80.8471 2.193 0.000** S
Above
78.5000
5 promotions
12 No. of None 80.5408
organizations Upto 2 79.4970
changed in your 1.532 0.021* S
Above 2 81.1721
work life
** significant at 1% level , * significant at 5% level, S: Significant,
NS: Not significant

109
Main findings of the above analyses were presented as follows:
1. Age and techniques of time management:-
There is a significant differences in the perception of IT professionals
selected for this study between age and techniques of time management. With
advancement of age, techniques of time management increases positively
above 40 yrs of age. The obtained 'F' value is 2.013 and ‘P’ value is 0.000 and
it is significant at 1% level. The value indicates that there is significant mean
differences in their perceptions comparing their age with respect to Techniques
of time management. This result strengthens the argument that age is an
important factor influencing techniques of time management as advocated by
many researches. For example, findings of a study of “Measuring Time

10
Perception in a Cross Cultural Environment” showed that the ability to
manage time productively increases with age.
2. Gender and techniques of time management:-
Male and female IT Professional’s are high in their perception on
techniques of time management and they are not significantly different in their
perceptions. The mean scores indicate that male and female IT professional’s
on their perceptions on techniques of time management are however high. The
reason being that irrespective of gender differences, all IT professionals have
the same level of work demands and career related expectations in their
organizational settings.
110
3. Marital status and techniques of time management:-
Single and married IT Professionals show significantly different
perceptions on techniques of time management. The mean scores indicate that
married respondents adopt better techniques of time management, than
unmarried professionals due to their increased responsibilities.
4. Number of dependents and techniques of time management:-
The number of dependents when analyzed for its influence on
techniques of time management criteria adopted indicate significantly different
perceptions of IT professionals. The mean scores show that respondents
without dependents have high mean value (81.139) and slightly high value
upto three dependents with the mean value of 80.017, but those with more
than three dependents show less than the above mean value (77.150). It seems
that, number of dependents are significantly influencing their perceptions of
techniques of time management.
5. Employment Status and techniques of time management:-
The obtained 'F' value is 1.088 and it is significant at 1% level. The
value indicates that there is significant differences in the perceptions of IT
professionals, when employment status is compared with techniques of time
management. The above table shows that the junior managerial level
employees show high mean value (83.390), than middle management IT
professionals and non managerial level. Perceptions of top level managerial IT
professionals are significantly influencing the techniques of time management
which indicate that the top level executives are involved in planning and
111
prioritizing and their organizing capacity significantly increases due to their
experience in work.
6. Functional areas and techniques of time management:-
Techniques of time management of IT professionals as practiced by
them, when analysed on the basis of functional area exhibit a high level of their
perceptions in HR, sales marketing and general administration, but, software
development professionals show a moderate level of commitment in techniques
of time management, when distinguished on the basis of overall mean scores.
Finance and accounts and other general category IT professionals show lower
level of techniques of time management to others. Thus, F-test reveals that
functional executives in general, did not show significantly different
perceptions towards techniques of time management.
7. Type of Organization and techniques of time management:-
Those working in government sector have high level of perceptions on
adopting time management techniques than those working in Indian private
firms and multi-national firms although their differences in perceptions are not
statistically significant. Hence, it may be inferred that irrespective of
organisational settings IT professionals did not differ in their perceptions on
techniques of time management adopted. It seems that irrespective of
organizational setting the respondents are adopting themselves to some kind of
techniques of time management.
112
8. Income and techniques of time management:-
The mean scores show that higher the income level, higher is the level
of techniques of time management followed. There is a gradual increase of
mean scores with increase in income level of IT professionals. In the present
study of executives, one important phenomenon is that pay and perks act as a
social investments on them, since they often tend to compare their level with
others in the same professional area – working in different organisations. It is
more a question of prestige and satisfaction of economic needs, that operate on
a comparison syndrome but, strangely it did not influence the techniques of
time management of IT professionals irrespective of pay scale.
9. Qualification and techniques of time management:-
IT professionals, when analyzed on the basis of educational qualification
does not reveal any significant differences in the perceptions of executives.
Mean scores show that the technique of time management is high among IT
professionals irrespective of their educational level. It is confirmed in a study
‘Measure the share of effective factors and time management”11 which inferred
that time management skills seem to be high between managers with different
education qualifications.
10. Experience and techniques of time management:-
IT Professionals having experience of 5 -10 years have scored higher
mean of value of 82.07 and the lowest mean was scored by the IT professionals
with experience more than 10 years (79.24). This shows that the IT
professionals with experience of 5 -10 years are having more clarity about the
113
techniques of time management, but the IT professionals with experience more
than 10 years are less conscious about the techniques of time management. The
obtained ‘f’ value is 3.195 and it is significant at 1% level. The value indicates
that there is significant mean differences between IT professionals’ experience
with respect to techniques of time management. Due to their experiences in
work, they have acquired more knowledge and practices which helped them to
adopt better techniques of time management.
11. Number of career promotions in work life and techniques of time
management:-
The perceptions on techniques of time management of the IT
professionals, when analyzed on the basis of number of career promotions in
work life exhibit a high levels of perceptions on techniques of time
management among the IT professionals. The mean scores indicate that, those
with above five promotions have low mean score (78.50), when compared to IT
professionals with 5 promotions. F-test reveals that IT professionals classified
on basis of the number of career promotions in work life show significantly
different perceptions towards techniques of time management as they reach the
high positions and experiences. It is inferred that higher the career promotions,
more better techniques of time management is adopted.
12. Change of organization and techniques of time management:-
Perceptions of IT professionals ‘organisation changes’ influenced the
techniques of time management and significance differences are found among
sample professionals. ‘F’ value of 1.532 is significant at 5% level. It indicates
114
that there is significant mean differences between IT professionals’
organization change with respect to techniques of time management.
The reason might be that normally ‘organization changes’ synchronize
with career promotions and more of managers responsibility. Hence, there is
professional necessity to adopt adequate time management techniques.
It is inferred from the above analysis that with the advancement of age,
the techniques of time management increases positively above 40 years of age
which strengthens the argument that age is an important factor influencing
techniques of time management as advocated by many researchers.
The top level executives are better in using the techniques of time
management than the middle level, which indicate that the top level executives
are involved in planning and prioritizing and their organizing capacity
significantly increases due to their experience. The techniques of time
management practiced increases with the increase in educational qualifications
due to their wide knowledge. The respondents with more than 10 years
experience are less conscious about the techniques of time management and the
‘change of organizations’ leads to the high level techniques of time
management practiced due to their professional necessity.
3.8 ANALYSIS OF DEMOGRAPHIC VARIABLES AND LEVEL OF
TIME MANAGEMENT TECHNIQUES ADOPTED
This section deals with the comparison of demographic variables with
reference to level of time management techniques adopted.
115
TABE SHOWING THE ANALYSIS OF DEMOGRAPHIC VARIABLES
AND LEVEL OF TIME MANAGEMENT TECHNIQUES ADOPTED
Table 3. 30
Classification
Demographic
significant
Variables
t/F Value
Level of
P Value
Value
Mean
S.No

1. Age 31 to 40 years 72.9237 1.194 0.156 NS
2. Gender Male 74.4512
6.111 0.014* S
Female 75.6121
3. Marital Status Single 76.1617
0.077 0.781 NS
Married 73.6789
Up to 3 74.7917 1.750 0.001** S
Above3 72.1250
5. Employment Non Managerial 75.0933
level
Status
Junior
Managerial 75.9626
level 2.447 0.000** S
Middle 75.5546
Management
Top 72.9688
Management
Marketing 75.9239
Finance/ 75.6034
Accounts
General
76.3877 1.384 0.032* S
administration/
Secretarial
Software 74.8244
development
IT enabled 75.4057
services/BPO
116
Demographic
significant
Sub Items
Variables
t/F Value
Level of
P Value
Value
Mean
S.No
7. Type of Private Sector
76.9211
Private Sector 1.758 0.000** S
(Multi 74.5228
National)
Government
70.1705
sector
20,000-30,000 75.5903
30,000-50,000 73.3088 1.847 0.000** S
50,000-75,000 72.8427
Above 75,000 74.5283
Professional 75.8087 1.392 0.029* S
10. Total years of 1 to 5 years 75.8416
experience in 6 to 10 years 75.3179
work life 11 to 15 years 71.8235 1.467 0.014* S
Above 15
73.5417
years
11. No. of career Upto
75.4245
promotions in 2 promotions
work life 3 to 5 74.5956 1.362 0.040* S
Above
72.9228
5 promotions
12. No. of None 76.4565
organizations Upto 2 73.4993 1.551 0.000** S
changed in your
Above 2 74.2367
work life
NS: Not significant
117
Summary of analysis:-
1. Age and level of time management techniques adopted:-
There is no significant differences found between age and level of time
management techniques. Mean value indicates that the IT professionals with
age above 40 years have scored higher mean value of 75.90% and the lowest
mean was scored by the IT professionals having age 31- 40 years ( 72.924 ).
This shows that the IT professionals above the age of above 40 years are more
comfortable with the level of time management techniques adopted than those
with age between 31- 40 years. However, the results reveal that, there are no
significant differences between IT professional’s age with respect to level of
time management techniques adopted.
2. Gender and level of time management techniques adopted:-
Male and female IT professionals are high in their perception on level
of time management techniques adopted and they are significantly different in
their perceptions on level of time management techniques adopted. The mean
scores indicate that female IT professionals perceptions of level of time
management techniques adopted are higher than the male perceptions, as
women professionals are better in planning, prioritizing and organizing
3. Marital status and level of time management techniques adopted:-
The above table revealed that single, married and IT professionals are
high in their perceptions on level of time management techniques adopted and
show no significant differences in this respect. However, the mean scores
118
indicate that single persons are better on level of time management techniques
adopted than the married.
4. Number of dependents and level of time management techniques
adopted:-
Number of dependents of IT professionals show higher perceptions on
level of time management techniques adopted and they are significantly
different at 1% level. The mean scores indicate that respondents with no
dependents have high mean value (75.549) than others. It might be due to the
reason that the persons with no dependents have more productive time to
practice the time management techniques.
5. Employment Status and level of time management techniques
adopted:-
The obtained 'F' value is 2.447 and it is significant at 1% level. The ‘P’
value indicates that there are significant differences between IT professionals’
employment status with respect to level of time management techniques
adopted, junior managerial level, employees having high mean value than top
managerial level, which show that perceptions of managerial professionals are
significantly influencing the level of time management techniques adopted. It is
due to the fact that junior and middle management are responsible for
functional operations which are target oriented, hence they have to adopt higher
level of time management techniques than senior executives.
119
6. Functional areas and level of time management techniques
adopted:-
F-test reveals that IT personnel in general, show a significantly different
perceptions towards level of time management techniques adopted. IT
professionals, when analysed on the basis of functional area exhibit a high level
of level of time management techniques adopted by persons in general
administration but, those in software development, marketing and finance
show a moderate commitment in level of time management techniques
adopted, when distinguished on the basis of overall mean score. HR
professionals show lower level of level of time management techniques
adopted than others. This result is confirmed in the study by R Hassan Zabah12
which says that the time management is different between different type of
managers.
7. Type of organizations and level of time management techniques
adopted:-
The level of time management techniques adopted by IT professionals
and types of organisations show an interesting phenomenon. While IT
professionals in Indian private firms have high mean scores (76.92) and those
in private sector in multinational are moderate level mean score, IT
professionals working in a government / public sector show low level of time
management techniques adopted, although their differences in perceptions are
statistically significant.
120
8. Income and level of time management techniques adopted:-
The mean scores show that higher the income level, higher will be the
level of time management techniques adopted, as there is a gradual increase of
mean scores with increase in income level of IT professionals.
In the present study of executives, one important phenomenon is that, pay
and perks act as a social investments on them, since they often tend to compare
their level with others in the same professional area – working in different
organisations. It is more a question of prestige and satisfaction of economic
needs, that operate on a comparison syndrome but, strongly influence the level
of time management techniques adopted by IT professionals based on pay
scales also. Therefore, income factor is significantly influencing the level of
time management techniques adopted. It may be inferred that increase in level
of income is associated with experience and higher job responsibilities.
9. Qualification and level of time management techniques adopted:-
IT professionals, when analysed on the basis of educational qualification
reveal significant differences in their perceptions at 5 % level. Mean scores
show that practicing level of time management is high among IT professionals
irrespective of their educational level, but those with professional qualifications
practice better than others.
10. Experience and level of time management techniques adopted:-
IT professionals having experience of 1 -10 years have high mean value
and the lowest mean was scored by the IT professionals with experience more
than 10 years. This shows that the IT professionals with experience of 1 -10
121
years are having more clarity about the level of time management techniques
adopted and the IT professionals with experience more than 10 years are less
conscious about the level of time management techniques adopted. The
obtained ‘f’ value is 1.467 and it is significant at 5% level. The value indicates
that there are significant mean differences between IT professionals’
experience with respect to level of time management techniques adopted.
11. Number of career promotions in work life and level of time
management techniques adopted:-
IT professionals when analyzed on the basis of number of career
promotions in work life, exhibit high levels of perceptions on level of time
management techniques adopted. F-test reveals that IT professionals classified
on basis of the No. of career promotions in work life show significantly
different perceptions towards level of time management techniques adopted.
The mean score indicate that, IT professionals with more than five
promotions have low mean scores (72.92) and upto five promotion IT
professionals show high level perceptions with mean score of 74.59.
12. Change of organization and level of time management techniques
adopted:-
Perceptions of IT professionals when compared with number of
organisation changes show significant differences on its influence on level of
time management techniques adopted. ‘F’ value is 1.552 and it is significant at
5% level. The results indicate that those working in same organizations show
122
better perceptions towards adequacy of methods of time management
techniques used for professional competencies.
It is inferred from the above analysis that the level of time management
techniques practiced significantly differs in with increase in the age,
qualifications and different levels of management due to the high level of
perceptions acquired in work place.
IMPEDIMENTS OF TIME MANAGEMENT:-
Time management can be viewed as a systematic approach to taking

13
control of the issue that influence people on a day to day basis . Research
evidences indicate that most time management techniques require minimal
common sense strategies14. Infact many researchers agreed that time
management requires little effort, yet it promotes efficient work practices by
highlighting certain impediments such as lack of objectivity, non cooperation,
egoism and personality complexes prevent the effective use of time by
distracting high priorities. Hence, the analysis of impediments of time
management is required to compare with the demographic characteristics of
sample IT professionals.
123
VARIABLES AND IMPEDIMENTS OF TIME MANAGEMENT
Table 3. 31
Demographic
significant
Sub Items
Variables
t/F Value
P Value
Level of
Value
Mean
S.No
1. Age 31 to 40 years 64.7650 1.114 0.312 NS
2. Gender Male 65.7868

0.270 0.604 NS
Female 67.7685
3. Marital Status Single 67.5702

16.518 0.000** S
Married 65.7427
Up to 3 66.7851 1.075 0.362 NS
Above3 67.0454
5. Employment Non Managerial

66.8402
Status level
Junior
Managerial 68.1641
level 1.961 0.002** S
Middle
67.4135
Management
Top
63.8955
Management
124
Demographic
significant
Sub Items
Variables
t/F Value
Level of
P Value
Value
Mean
S.No
Marketing 67.3912
Finance/
69.4095
Accounts
General
administration/ 67.4884 0.893 0.633 NS
Secretarial
Software
65.5827
development
IT enabled
67.0653
services/BPO
7. Type of Private Sector 1.397 0.081 NS
68.9456
Private Sector
66.1174
(Multi National)
Government
62.9476
sector
20,000-30,000 67.5364
30,000-50,000 66.1279 3.242 0.000** S
50,000-75,000 64.8826
Above 75,000 61.6923
Professional 1.391 0.084 NS
66.5665
Qualification
10 Total years of 1 to 5 years 67.5998
experience in work 6 to 10 years 66.5229
life 11 to 15 years 64.3137 1.949 0.002** S
125
Demographic
significant
Sub Items
Variables
t/F Value
Level of
P Value
Value
Mean
S.No
11 No. of career Upto 2
67.2050
work life 3 to 5 65.9942 1.610 0.023* S
Above 5
65.5971
promotions
12 No. of None 68.6454
2.287 0.000** S
changed in your
Above 2 64.1703
work life
Source: primary data S: Significant,
** significant at 1% level , NS: Not significant
* significant at 5% level,
Summary of findings:-
1. Age and Impediments of time management:-
There is no significant differences in perceptions found between age and
impediments of time management. However, mean scores indicate that the IT
professionals, who are having age of above 40 years are more comfortable in
managing impediments of time management than the IT professionals who are
having age 31- 40 years.
2. Gender and Impediments of time management:-
There are no significant differences in respondents’ perceptions on
impediments of time management when compared with gender category.
However, mean scores indicate that female IT professional’s perceptions on
impediments of time management are higher than the male perceptions. Female
126
IT respondents take very much care in reducing the impediments of time
management to save time than male respondents.
3. Marital status and Impediments of time management:-
The results reveal that marital status is significantly influencing the
impediments of time management. Single and married IT professionals are
high in their perceptions on impediments of time management, as per the mean
scores. It explains that more than married IT personnel, single status persons
are very conscious about overcoming the obstacles faced in proper practice of
time management.
4. Number of dependents and impediments of time management:-
Number of dependents of IT professionals have high level perceptions
on impediments of time management. There is no significant differences in
number of dependents and perceptions on impediments of time management.
The mean scores indicate that those with no dependent have low mean value
than with those upto three dependents and above. However, the number of
dependents does not significantly influence their perceptions on impediments
of time management.
6. Employment status and impediments of time management:-
The obtained 'F' value is 1.961 and it is significant at 1% level. The ‘P’
value indicates that there is significant differences between IT professionals’
employment status with respect to impediments of time management. The
above table shows that the junior and the middle managerial level employees
127
show high mean values because they are concentrating their efforts to complete
work within set deadlines when compared to top managerial levels. The
employment status of IT professionals significantly influence the impediments
of time management.
7. Functional areas and impediments of time management:-
Impediments of time management on IT professionals, when analyzed
on the basis of functional area exhibit a high level of perceptions for those in
general administration than software development professionals. Marketing,
finance, HR and IT enabled service professionals show a moderate level of
influence in impediments of time management, when distinguished on the basis
of overall mean scores.
F-test reveals that functional executives generally show no significant
differences in their perceptions towards impediments of time management.
7. Type of Organization and Impediments of time management:-
The impediments of time management of IT professionals and types of
organisation show an interesting phenomenon. While IT professionals in Indian
private firms have high mean scores (68.94) and private sector in multinational
are at moderate level. IT professionals working in a government / public sector
feel a low level of impediments of time management, although their differences
in perception are not statistically significant. Hence, it may be inferred that
irrespective of organisational settings, IT professionals did not differ in their
perceptions on impediments of time management.
128
8. Monthly income and impediments of time management:- The mean
values show that the higher income level of IT professionals, higher will be the
level of impediments of time management. There is a gradual decrease of mean
scores with increase in income level of IT professionals.
In the present study of executives, pay scale highly influence their
perceptions on impediments of time management, as they get more pay, they
reach higher status and plan better to reduce the impediments.
9. Qualification and impediments of time management:-
IT professionals, when analysed on the basis of educational qualification
did not show significant differences in their perceptions. Mean scores show that
the influence of impediments in time management are high among IT
professionals irrespective of their educational levels.
10. Experience and impediments of time management:-
IT Professionals having experience of 1 -10 years show high score mean
value than those with experience more than 10 years. This shows that the IT
professionals with experience of 1 -10 years are having more clarity about the
various impediments of time management. The IT professionals with
experience more than 10 years are having less concern about the impediments
of time management. The obtained ‘f’ value is 1.949 and it is significant at 1%
level. It indicates that there are significant mean differences in their perceptions
when years of experience is compared with respect to impediments of time
management.
129
11. Number of career promotions in work life and impediments of time
management:-
Perceptions on impediments of time management by the IT
professionals (analyzed on the basis of No. of career promotions in work life)
exhibit high levels of perception on impediments of time management among
themselves. The mean score indicate that, those with more than three
promotions have low mean values and those upto two promotions show high
level perceptions in their views on obstacles in time management. Therefore,
F-test reveals that IT professionals when classified on basis of the number of
career promotions in work life show significantly different perceptions towards
impediments of time management.
12. Change of organization and impediments of time management:-
IT professionals’ perceptions of ‘organisations changed’ in work life
influenced their opinion on the impediments of time management. They show
significant differences, when number of organizational changes were compared
with impediments of time management. There is significant mean difference
between IT professional’s ‘organization changes’ with respect to impediments
of time management.
There are no significant differences with perceptions of IT employees
found on obstacles of time management due to age, gender, number of
dependents, functional areas, type of organization and educational
qualifications, which indicate that all these variables do not reduce time
130
wasters. Factors such as marital status, employment status, monthly income,
total years of experience, number of career promotions and number of
organization changed significantly contribute to reduce the impediments
because in all these variables, the respondents show that they are more
responsible and result oriented and they do analyze their time log daily.
3.10 ANALYSIS OF DEMOGRAPHIC VARIABLES AND PERSONAL
TIME PLANNING
Good time management involves keeping a schedule of the tasks and
activities that have been important. Keeping a daily or weekly planner seems
to be helpful to stay on the tasks.
Professionals need to develop time management strategies by planning a
daily calendar to get organized, set priorities, master delegation15.
Oluchulewu16 emphasized the use of personal time analysis chart to analyze the
priorities of various activities.
Akomolfe17 reiterated that the personal time analysis chart will help
employees to study the use of their time tasks for their activities during the day
and to identify their time wasters.
Hence, to understand the perceptions of IT personnel, ANOVA was
applied to compare their demographic characteristics with personal time
planning efforts.
131
VARIABLES AND PERSONAL TIME PLANNING
Table 3. 32
Demographic
significant
Sub Items
Variables
t/F Value
P Value
Level of
Value
Mean
S.No
Below 30 years 65.0623 2.020 0.020* S

1. Age 31 to 40 years 67.4161
Above 40
64.8077
years
2. Gender Male 66.8817 0.036 0.849 NS
Female 64.3621
3. Marital Status Single 65.1993 4.183 0.041* S
Married 66.2805
4. No. of Dependent None 65.0240 0.431 0.951 NS
Up to 3 66.0204
Above3 68.2500
5. Employment Status Non 0.552 0.880 NS
Managerial 65.7292
level
Junior
Managerial 65.4598
level
Middle
63.7324
Management
Top
67.7632
Management
132
Demographic
significant
Sub Items
Variables
t/F Value
P Value
Level of
Value
Mean
S.No
6. Functional Areas HR 63.7069 1.265 0.236 NS
Marketing 65.2174
Finance/Accou
69.2241
nts
General
administration/ 65.6780
Secretarial
Software
66.0112
development
IT enabled
62.9825
services/BPO
63.6885
Private Sector
(Multi 66.2211 1.274 0.230 NS
National)
Government
70.0000
sector
8. Monthly income Upto 20,000 65.1835 2.285 0.008** NS
20,000 to
64.5370
30,000
30,000 to
66.8382
50,000
50,000 to
68.9516
75,000
Above 75,000 63.6792
133
Demographic
significant
Sub Items
Variables
t/F Value
Level of
P Value
Value
Mean
S.No
9. Educational UG 64.9468 1.965 0.025* S
Professional
65.5482
Qualification
10 Total years of 1 to 5 years 65.4785 2.459 0.004** S
life 11 to 15 years 66.8824
11 No. of career Upto 2 1.053 0.399 NS
65.0472
work life 3 to 5 66.6765
Above 5
67.0588
promotions
12 No. of None 65.4077 1.323 0.201 NS
changed in your
Above 2 65.0000
work life
NS: Not significant
1. Age and Personal time planning:- There is significant differences
found between age and personal time planning. Mean scores indicate that the
IT professionals with age between 31 to 40 years have scored higher mean
value 67.42 and the lowest mean was scored by the IT professionals having age
above40 years ( 64.80 ). Therefore, the result reveals that, there are significant
differences in their perceptions between age with respect to personal time
134
planning because with the increase in age, they reach higher employment
status.
2. Gender and Personal time planning:- Male and female IT
professional’s show better perceptions on personal time planning and there is
no significant difference in their perceptions on personal time planning and
gender category. The mean scores indicate that, male IT professionals’
perceptions on personal time planning are higher than the female perceptions.
3. Marital status and Personal time planning:- Single and married IT
professionals are high in their perceptions on personal time planning, which
shows significant differences. The mean scores indicate that married IT
professionals are higher level perceptions on personal time planning than the
unmarried IT professionals. Therefore, it may be assumed that the marital
status significantly influences the personal time planning efforts.
4. Number of dependents and personal time planning:- Irrespective of
number of dependents, IT personnel have higher perceptions on personal time
planning efforts. No significant differences are found in their perceptions on
personal time planning when compared with number of dependents.
5. Employment Status and Personal time planning:- The ‘P’ value
indicates that, no significant perceptional differences found between IT
professionals’ employment status with respect to personal time planning. The
above table shows that the top managerial level employees have high mean
value than low level managerial levels. The employment status of IT
professionals did not significantly influence the Personal time planning.
135
6. Functional areas and Personal time planning:- Personal time
planning on IT professionals, when analyzed on the basis of functional area
exhibit a high level perceptions of those in finance department professional
than software development professionals. In general, administration and
marketing show moderately high level mean score, but HR and IT enabled
service professionals show a low level of commitment in personal time
planning, when distinguished on the basis of overall mean scores.
F-test reveals that functional executives generally show no significant
differences in their perceptions towards personal time planning, because they
spend their maximum time in their work place to meet the work demands.
7. Type of Organization and Personal time planning:- Personal time
planning of IT professionals and types of organisation in which they work
show an interesting phenomenon. While IT professionals in Indian private
firms show low mean score (63.68) and private sector in multinational show
moderate level mean score(66.22), IT professionals working in a government /
public sector have a high level perceptions of personal time planning, although
their differences in perceptions are not statistically significant. Hence, it may
be inferred that irrespective of organisational settings IT professionals did not
differ in their perceptions on personal time planning.
8. Monthly Income and Personal time planning:- The mean score shows
that there is no significant differences in the perceptions of IT personnel when
level of income is compared with personal time planning. The results indicate
136
that the level of income is not influencing the personal time planning of the
respondents.
9. Qualification and Personal time planning:- Perceptions of IT
professionals, when analysed on the basis of educational qualification reveal
significant differences in their opinion on personal time planning efforts. Mean
scores show that the personal time planning is high level among IT
professionals irrespective of their educational level. However, those with post
graduate qualification are better in personal time planning than others.
10. Experience and Personal time planning:- IT professionals having
experience of 1 -10 years have low mean value approximately (65) and the
highest mean was shown by the IT professionals with experience more than 10
years (70). This shows that the IT professionals with experience of 1 -10 years
are having more clarity about the personal time planning. The IT professionals
with experience more than 10 years are having less clarity about the personal
time planning. The obtained ‘f’ value is 2.459 and it is significant at 1% level.
The value indicates that there is significant mean difference in perceptions
between IT professional’s experience with respect to personal time planning.
With increase in experience, they learn better to balance their work time and
personal time.
11. Number of career promotions in work life and Personal time
planning:- Perceptions on personal time planning on the IT professionals
(analyzed on the basis of No. of career promotions in work life) exhibit higher
understanding of planning in time management. However, F-test reveals that
137
IT professionals classified on basis of the number of career promotions in
work life did not show any significant difference in perceptions towards
personal time planning. It is inferred that almost everybody bestow much
importance to this aspect.
12. Change of Organization and Personal time planning: IT
professionals perceptions of organisation changed in work life did not
influence personal time planning as there is no significant differences of
opinions found from the sample survey.
Summary of Inferences:
It is inferred from the above analyses that there are significant
differences in the perceptions of IT respondents with reference to age, marital
status, qualification and experience which indicates that the personal time
planning habits increases with increase in age, with number of years in
experience of those married and highly educated professionals.
PROFESSIONAL DEVELOPMENT OUTCOMES OF IT PERSONNEL
Time management is the process of influencing an individual’s key
behavioural dimensions to complete as many tasks as possible within a given
time period. Efficient and effective use of time is a pre condition for
professional development and individual productivity. Empirical evidences
show the existence of a positive relationship between use of time and key
outcomes such as job satisfaction productivity and effectiveness18. Adebisi19
138
found a positive relationship between effective time management and
organizational performance.
This section attempts to analyze the influence of professional development
outcomes surveyed in the present study.
VARIABLES AND PROFESSIONAL DEVELOPMENT
OUTCOMES OF IT PERSONNEL
Table 3. 33
Demographic
significant
Sub Items
Variables
t/F Value
Level of
P Value
Value
Mean
S.No
Below 30 years 78.0550 2.047 0.000** S
1. Age 31 to 40 years 75.7631
Above 40
81.8060
years
2. Gender Male 77.8183 1.484 0.224 NS
Female 77.7241
3. Marital Status Single 77.8828 5.582 0.019* S
Married 77.6529
4. No. of Dependents None 77.7717 1.339 0.067 NS
Up to 3 77.9414
Above3 75.3478
139
Demographic
significant
Sub Items
Variables
t/F Value
Level of
P Value
Value
Mean
S.No
5. Employment Status Non 2.372 0.000** S
Managerial 76.7844
level
Junior
Managerial 79.9700
level
Middle
78.6528
Management
Top
78.1922
Management
6. Functional Areas HR 81.0945 1.916 0.000** S
Marketing 79.1682
Finance/
74.3028
Accounts
General
administration/ 78.9388
Secretarial
Software
77.3099
development
IT enabled
78.3371
services/BPO
79.8503
Private Sector
(Multi 77.1633 1.242 0.133 NS
National)
Government
76.3636
sector
140
Demographic
significant
Sub Items
Variables
t/F Value
Level of
P Value
Value
Mean
S.No
8. Monthly income Upto 20,000 78.2449 1.787 0.001** S
20,000-30,000 77.4665
30,000-50,000 77.2954
50,000-75,000 76.5077
Above 75,000 80.4594
9. Educational UG 75.8279 1.649 0.009** S
Professional
79.4470
Qualification
10. Total years of 1 to 5 years 77.7414 2.214 0.000** S
life 11 to 15 years 77.6164
Above
76.3285
15 years
11. No. of career Upto 1.696 0.003** S
77.9054
promotions in work 2 promotions
life 3 to 5 77.6266
Above
77.2890
5 promotions
12. No. of None 78.1526 1.979 0.000** S
changed in your
Above 2 78.5959
work life
NS: Not significant
1. Age and professional development outcomes:-The results reveal that,
there is significant difference between IT professional’s age with respect to
their professional development outcomes. Mean scores indicate that the IT
141
professionals with age above 40 years have scored higher mean value of 81.80
and the lowest mean was shown by the IT professionals having age 31- 40
years ( 75.76 ). This shows that the IT professionals whose age level is above
40 years are more comfortable with their professional development outcomes
than others, the reason being with increase in age, they are reaching the high
employment status and specialization in the particular field.
2. Gender and Professional development outcomes:- Male and female
IT professionals have high perceptions on professional development outcomes
and there is no significant differences in their perceptions on professional
development outcomes based on gender category. The mean scores indicate
that female IT professionals’ perceptions on professional development
outcomes are more are less equal to the male perceptions.
3. Marital status and Professional development outcomes:- Single and
married IT professionals are high in their perceptions on their professional
development outcomes. There are significant differences in their perceptions on
professional development outcomes. The mean scores indicate that un married
IT professionals are higher level perceptions on professional development
outcomes of than the married IT professionals. Therefore, the marital status is
significantly influencing the professional development efforts with reference to
time management due to their increase in responsibilities.
4. Number of dependents and Professional development outcomes:-
There are no significant differences in number of dependent and
perceptions on professional development outcomes. Irrespective of number of
142
dependents, IT professionals have high level perceptions on their professional
development outcomes influenced by proper time management.
5. Employment Status and Professional development outcomes:-
The employment status of IT professionals are significantly influencing
their professional development outcomes. The obtained 'F' value is 2.372 and it
is significant at 1% level. The ‘P’ value indicates that there is significant
differences in perceptions between IT professionals’ employment status with
respect to their career development outcomes. The above table shows that the
low managerial level employees have high mean values (79.97) and top and
middle managerial levels show moderate mean values (78.65).
6. Functional areas and Professional development outcomes:- F-test
reveals that IT executives in general show significant differences in their
perceptions towards their professional development outcomes, when analyzed
on the basis of functional area which exhibit a high level of appreciation in
their efforts on time management. HR professionals as per the study show high
mean scores and marketing, IT enable services, general administration and
software development professionals show moderate level of mean scores on
professional development outcomes. Finance and accounts personnel are at
low level, when distinguished on the basis of overall mean scores.
7. Type of Organization and Professional development outcomes:-
Professional development outcomes of IT personnel and types of
organisation show an interesting phenomenon. While IT professionals in Indian
private firms are high mean score (79.85) and private sector in multinational
143
are moderate level mean score(77.16), IT professionals working in a
government / public sector have a low level of perceptions on professional
development outcomes, although their differences in perception are not
statistically significant. However, it may be inferred that irrespective of
organisational settings IT professionals did not differ in their perceptions on
professional development outcomes.
8. Monthly Income and Professional development outcomes:-
The perceptions of the respondents on professional development
outcomes significantly correlated to their monthly income. The mean scores
show that when the income level is higher, the level of development outcomes
also increases and this indicates when the income increases they are better
placed and happy which leads them to do their job well.
9. Educational Qualifications and Professional development
outcomes:- IT professionals, when analysed on the basis of educational
qualification reveal significant differences in their perceptions on professional
development which indicates that with the increase in educational
qualifications, the respondents responsibility increases which leads to increase
in their professional development performance.
10. Number of years of experience and Professional development
outcomes:- Perceptions of IT professionals significantly influence their
professional development outcomes, when compared with years of experience.
The obtained ‘f’ value is 2.214 and it is significant at 1% level. The value
indicates that there are significant mean differences between IT Professionals’
144
work experience with respect to their professional development outcomes.
With the increase in experience, they are acquiring more and better time
management skills.
11. Number of career promotions in work life and Professional
development outcomes:- Perceptions on professional development outcomes
of IT personnel, when analyzed on the basis of career promotions in work life
exhibit significant differences on their idea of time management due the reason
that with the increase in number of promotions, they reach higher professional
status with better time management skills.
12. Change of Organization and Professional development outcomes:-
IT professionals’ perceptions on ‘number of organisation changed in
work life’ influenced their professional development outcomes which showed
significant differences in understanding of the time management concept.
Those who changed their employers are more concerned about managing time
between work and personal life to attain professional efficiency.
Summary of inferences:
There is no significant difference in the perceptions of the respondents
regarding the gender, number of respondents and type of organizations. All the
other variables such age, marital status, educational qualifications, monthly
income, experience and career promotions influence the professional
development outcomes.
145
Comprehensive interpretation of results are as follows:-
Regarding the analysis of the techniques of time management and the
demographic variables, there are significant differences with reference
to age, qualifications, experience and organization changes.
An analysis of the level of time management techniques adopted with
demographic variables explain that there is change in the level of time
management techniques with increase in age, with different qualification
and with different levels of management.
Regarding the analysis of impediments of time management and the
demographic variables, it is inferred that the female and married
respondents are having more capacity to analyze and reduce the
impediment than single and male respondents.
From the analysis of personal time planning and the demographic
variables, it is revealed that there are significant differences with age,
gender, married and experience.
Comparison of professional development outcomes and the
demographic variables shows that all variables such as age, gender,
marital status, employment status, functional areas, income level,
qualification and experience are having significant influence on time
management which has its effect on achievement in career goal setting,
work life balance, resource planning, monetary and non monetary
incentives, work ethics and stress reduction.
146
Conclusion:-
This analysis found that the majority of the respondents selected for this
study preferred a highly structured way of working because they were able to
use their time most efficiently. IT respondents of the survey reveal that they
try to achieve their performance by understanding what they had set out to do
and assess the importance and urgency of task consciously. The main reason
for this work style was that they disliked wasting their time and felt that they
made their best use of their time by working systematically, which contributed
significantly towards their professional and career development.
It is found that the respondents were able to better balance their
professional life and work life as they are sincere, never late to their office,
honest in doing their job, use their productive time and are capable of achieving
rewards, additional pay etc. Performance effectiveness and reduction in stress
level revealed that surveyed IT professionals’ perceptions on techniques of
time management, level of time management techniques adopted, impediments
of time management and personal planning highly influence their professional
and career development.
The next chapter deals with analysis of factors influencing time
management and measurement of professional development outcomes of IT
professionals and to find out the inter correlation among the variables.
147

08 Chapter 3

Diunggah oleh

Informasi Dokumen

Deskripsi Asli:

Hak Cipta

Format Tersedia

Bagikan dokumen Ini

Bagikan atau Tanam Dokumen

Opsi Berbagi

Apakah menurut Anda dokumen ini bermanfaat?

Apakah konten ini tidak pantas?

Hak Cipta:

Format Tersedia

08 Chapter 3

Diunggah oleh

Hak Cipta:

Format Tersedia

CHAPTER III

ANALYSIS AND INTERPRETATION OF PERCEPTIONS ON

TIME MANAGEMENT AND PROFESSIONAL DEVELOPMENT

OUTCOMES OF I.T. PROFESSIONALS

This chapter presents an empirical analysis that shed light on

perceptions of the respondents on time management techniques and factors

influencing time management perceptions on professional development

outcomes with respect to selected demographic social and economic variables.

Based on these analyses, an attempt is made to develop comprehensive profiles

of the respondents with reference to time management and professional

Certain observed research citations indicate that time assessment,

planning and monitoring behaviours are described as aspects of time

management. Time management is a behavioural attitude that aim at achieving

an effective use of time while performing certain goal directed activities1. It

also revealed the existence of positive relationship between adequate time

management and organizational performance2. Shpeer (2010)3 examined the

importance of time as a rare and precious resource on awareness of time

management. He emphasized it as part of organizational management culture

and strengthening workers by providing necessary skills through time

management training and to measure employee performance over time.

economic variables on time management is attempted in this chapter.

Information gathered was analyzed in two stages. In first stage, analysis

of democratic profile with time management and professional development

dimensions were performed by considering

(3) Fivefold analysis is done to determine the impact of independent

variables such as age, gender, marital status, employment status and

type of organization. To find out the mean differences between I.T.

professionals’ demographic characteristics with techniques of time

management, impediments of time management and professional

development outcomes, ‘t’ Test and F test values were obtained.

In the second stage, an empirical analysis of various factors influencing

the time management and measurement of professional development outcomes

of various factors that influence the techniques of time management, level of

time management techniques adopted, personal time planning, measurement of

professional development outcomes of I.T. professionals and impediments of

TABLE SHOWING THE DEMOGRAPHIC

The profile of sample respondents indicate that:-

With regard to the age group, out of 522, 79.90% of the IT

employees are less than or equal to 40 years of age.

remaining 46.60% of the IT professionals are females. This shows

that majority of the IT employees (53.40%) are males.

52.90% of the respondents of the IT employees are unmarried as per

the sample data.

commitment of up to 3 dependents, 39.80% of the IT employees are

having less than 3 dependents and another 3.80% of the IT

of the IT professionals (56.30%) are having up to 3 dependents.

non managerial level and 44.80% of them are working in managerial

level, showing that majority of the IT employees are working in non

managerial category as per the survey.

31.00% of the employees are earning Rs.20,000 – Rs.30000 as their

monthly income, 26.10% of the employees are earning Rs.30,000 –

Rs.50000 per month, 22.00% of the employees are earning above

Rs.50,000 as their monthly salary, and 20.90% of the employees are

the IT employees are earning Rs.20,000 – Rs.30,000 as their monthly

Out of 522 employees 40.80% of the employees are possessing

professional degrees. 38.30% of the employees are Post graduates

educational qualification, showing that majority of the IT employees

(40.80%) are possessing professional degrees.

58.00% of the employees are having work experience of up to 5

years, 22.20% of the employees are having experience of 5-10 years

and 19.70% of the employees are having experience of above 10

years. This reveals that most of the IT employees (58.00%) are

having experience of up to 5 years in work life.