Job Satisfaction

A STUDY ON IMPACT OF TIME MANAGEMENT ON
EMPLOYEES’ JOB SATISFACTION IN MUTHOOT FINCORP

LTD
A project report submitted in partial fulfillment of requirement for the

award of degree of
MASTER OF BUSINESS ADMINISTRATION OF

UNIVERSITY OF KERALA
Submitted by
ANAKHA.V.R
ROLL NO: 59518944008
Under the guidance of
Faculty guide
Mrs. Ninu Ashraff
UIM, Kollam
UNIVERSITY INSTITUTE OF MANAGEMENT

KOLLAM
2020
DECLARATION
I declare that the project report entitled “A STUDY ON IMPACT OF TIME

MANAGEMENT ON EMPLOYEES’ JOB SATISFACTION IN MUTHOOT
FINCORP LTD” submitted by me for the award of the degree of Master of
Business Administration of the University of Kerala is my own work. The report
has not been submitted for the award of any other degree of this University or any
other University.
Place: ANAKHA.V.R
Date: 59518944008
UNIVERSITY INSTITUTE OF MANAGEMENT (UIM)
(Re-accredited by NAAC with ‘A’ Grade)
KOLLAM
Dr. S. Satheesh Kumar Phone: 0474-2765100
Principal Mob: 9447556661
Date:
CERTIFICATE
This is to certify that the project report entitled “IMPACT OF TIME

MANAGEMENT ON EMPLOYEES’ JOB SATISFACTION IN MUTHOOT
FINCORP” submitted here is an bonafide record of the work done by Ms. Anakha.
V. R under my guidance in partial fulfilment of the requirement for the award of
degree in Master of Business Administration of the University of Kerala and this
work has not been submitted by her for the award of any other degree, diploma or title
of recognition.
Mrs. Ninu Ashraff Dr. S. Satheesh Kumar

Faculty Guide Principal
ACKNOWLEDGEMENT
The completion of this study would have been impossible without the material and
moral support from various people. It is my obligation therefore to extend my
gratitude to them. First and foremost, I thank God Almighty whose blessing were
always with me and helped me during the period of project and while preparing this
report.
I take immense privilege and honour to my principal Dr. S. Satheesh Kumar

University Institute of Management Kollam, for extending his helping throughout the
project.
On this occasion I Sincerely express my deep gratitude to Mrs. Ninu Ashraff,

Faculty of University Institute of Management Kollam, for the support and
encouragement she has given me all through my project.
Last but not least I would not be doing justices to myself, if I do not thank my dear
parents, family members and friend for their support, encouragement and help given
to me.
Thank you all. ANAKHA V R

TABLE OF CONTENTS
CHAPTER DESCRIPTION PAGE NO.
1.1 Introduction
1.2 Statement Of The
Problem
1.3 Objectives
1.4 Rationale Of The Study
1.5 Research Methodology 1-8
A. Research Design
B. Database Design
C. Measurement Design
Chapter I
D. Sampling Design
E. Statistical Design
1.6 Scope Of The Study
1.7 Limitations
1.8 Chapterisation
Chapter II 2.1 Review Of Literature 9-24
Chapter III 3.1 Theoretical Framework 25-36
Chapter IV 4.1 Industry And Company
37-47
Profile
Chapter V 5.1 Data Analysis And
48-74
Discussion
Chapter VI 6.1 Findings
6.2 conclusions
75-78
6.3 Suggestions
Bibliography
Appendix
LIST OF TABLES
TABLE NO NAME OF TABLE PAGE NO.
Table 5.1 Data regarding Respondents’ Age. 48
Table 5.2 Data regarding respondents’ gender. 49
Table 5.3 Responses related to experience of employment. 50
Respondents’ data regarding amount of

Table 5.4 51
satisfaction on organization policies.
Respondent’s data on time management is

Table 5.5 52
important skill and knowledge.
The amount of respondents on time bound

Table 5.6 53
completion of tasks.
Responses of employees prioritizing task in

Table 5.7 54
order of importance, not urgency.
The amount of respondents who responded on

Table 5.8 55
feeling valued for their contributions.

Table 5.9 56
working long hours.

company’s effective communication among 57
Table 5.10
employees.
The amount of respondents who responded that

Table 5.11 time management and priority management 58
important in our work life.
Table 5.12 59
time allotted for a task is sufficient to compete.

Table 5.13 change in work schedule can improve your 60
overall job satisfaction.

Table 5.14 clear understanding of your task impacts the 61
time management.

Table 5.15 work from home is more efficient to be time 62
bound.

Table 5.16 they feel like their job utilizes their skills and 63
abilities as much as it could.

Table 5.17 work distribution among peers suitable for 64
reduce back log.

Table 5.18 emotional stability is a forwarding factor in 65
time management.

Table 5.19 management seem invested in the success of 66
the team.

Table 5.20 their company offer adequate opportunities for 67
promotions and career development.
Table 5.21 they feel recognized for your hard work and 68
successes at work.
The amount of respondents who responded

Table 5.22 developing effective strategies to help deal with 69
pressure to take task on time.

Table 5.23 70
feeling aligned with the broader company goals

Table 5.24 71
organizing work to meet deadlines

Table 5.25 72
recommending organization to peers

Table 5.26 73
rating their career growth

Table 5.27 74
rating their work-life balance
LIST OF FIGURES
FIGURE NO NAME OF FIGURE PAGE NO.
Fig 3.1 Pickle Jar Theory 27
Fig 3.2 Pareto’s Principle 28
Fig 3.6 ABC Method 33
Fig 4.2 Muthoot Fincorp Ltd 41
Fig 5.1 Percentage Analysis of respondents’ age 48
Fig 5.2 Percentage analysis of respondents’ gender 49
Percentage analysis of respondents’ experience

Fig 5.3 50
of employment
Percentage analysis of respondent’s amount of

Fig 5.4 51
satisfaction on organization policies
Percentage analysis of respondents on time

Fig 5.5 management is an important skill and 52
knowledge
Percentage analysis of respondents time bound

Fig 5.6 53
completion of tasks.
Percentage analysis of respondents who

Fig 5.7 prioritizing task in order of importance , not 54
urgency.
Percentage analysis of respondents who 55

responded to feeling valued for their
Fig 5.8
contributions

Fig 5.9 56
responded to working long hours
Fig 5.10 responded to that the superiors communicate 57
news effectively among employees
Percentage analysis of responded to time

Fig 5.11 management and priority management are 58
important in our work life

Fig 5.12 responded to that feeling time allotted for a task 59
is sufficient to complete

Fig 5.13 responded to change in work schedule can 60
improve overall job satisfaction

Fig 5.14 responded to clear understanding of given task 61
impacts the time management

Fig 5.15 responded to work from home is more efficient 62
to be time bound

Fig 5.16 responded to job utilizes maximum skills and 63
abilities

Fig 5.17 responded to work distribution among peers 64
suitable for reducing back logs

Fig 5.18 responded that emotional stability is a 65
forwarding factor in time management
Fig 5.19 responded on investment of management on the 66
success of the team

Fig 5.20 responded on company offer adequate 67
opportunities for promotion

Fig 5.21 responded on feeling recognized for their success 68
and hard work

Fig 5.22 responded on developing effective strategies to 69
help deal with pressure to take task on time

Fig 5.23 responded on feeling aligned with the broader 70
company goals

Fig 5.24 responded on organizing work to meet deadlines 71
in good time

Fig 5.25 responded on recommending organization to 72
peers

Fig 5.26 73
responded on rating their career growth

Fig 5.27 74
responded on rating their work-life balance
EXECUTIVE SUMMARY
A study on “Impact of time management on job satisfaction in NBFCs” studies the

impact of time management on job satisfaction to identify that time management
affect the job satisfaction of the employees of an organization and also wanted to
determine the relationship of time management and job satisfaction and all other
elements under the main concern affecting each other. This study is an attempt to
identity the impact of time management enhances an employee job satisfaction and
productivity in organization.
Employee job satisfaction is essential to the success of any business. So the study
used descriptive research design and the research was carried out by taking a sample
size of 100 respondents from Muthoot Fincorp employees by using simple random
sampling technique. The data was collected by carrying out a survey by means of
questionnaire. The data was analyzed using percentage method, tabulation nd
diagrams. Through this study, it has been found that Majority of employees are
satisfied with time bound completion of task with job satisfaction. And to also
identify that there is no significant relationship between experience and time
management with understanding of task in the organization However, proper Time
Management is the only way to develop good skills and habits to achieve professional
success. It can help the individuals achieve their goals by identifying the activities
necessary to complete their plans improve productivity, alleviate stress, increase
satisfaction and enhance motivation. Job satisfaction and health and negatively
associated with stress. This suggest that time management can reduce stress and
increase satisfaction, motivation and effort among employees. The study consists of
six chapters; Introduction, Literature review, Theoretical framework, Industry profile,
Data analysis and discussion, Findings, Conclusion and Suggestions.
CHAPTER I
A Study On Impact Of Time Management On Employees’ Job Satisfaction
1.1 INTRODUCTION
The project work entitled “A Study on Impact of Time Management on Job

Satisfaction” among employees in NBFC’s. It has been undertaken with a view to
have a study about the Time management on an organization and to know about the
employee’s job satisfaction level with respect to the system. This was during the
partial fulfillment of the requirement for the award of Master of Business
Administration. Time is a fundamental asset for both individuals and organizations,
and time is an important factor in performance. Many authors like Lakein’s (1973)
description of time management, which suggested that time management involves
determining needs, setting goals to achieve the needs, prioritizing the tasks required, and
matching tasks to time and resources by planning, scheduling and making lists. Time
management is the method of planning and balancing your time between different
activities. Good time management helps you to complete a given task in a specific
time frame amidst challenges and tight schedules. When you manage your schedule
and deadlines, strong time management skills help you better your reputation and
move ahead in the workplace.
Being productive workers is not only beneficial for a company. Knowing how to
properly manage our time makes us happier and improves our job satisfaction. This
study has attempted to analyze and understand the time use of those persons who want
to become more efficient on the job, in their activities that they undertake. Based on
the assumptions the activities that can be completed in a manageable bits, allowing a
person to work through the obligations of the day to achieve their desired goals will
be the key indicators that can be organized in accordance with organization policies.
Today, the main concern in management of human resources is the improvement in
performance of people working in the organization with a view of increasing their
efficiency through motivation. Unless the employees are well informed about their
performance and also their strong and weak points, it is very difficult for them to
improve their level of performance. This study was conducted to identify that time
management affect the job satisfaction of the employees of an organization and also
wanted to determine the relationship of time management and job satisfaction and all
other elements under the main concern affecting each other.
University Institute Of Management. Kollam Page 1

1.2 STATEMENT OF THE PROBLEM
This study is concerned with the impact of time management on employee’s job
satisfaction. It has been noticed that most organization tends to experience the
problem of management of time in what is set in motion to achieve. Thus, the study
intends to find out the role of time management or the absence of it in achieving
employee’s productivity among NBFC’s. Time management involves using time in an
optimal way to increase productivity and success. It requires managing work
schedules to achieve organizational goals through advanced planning, organization
and implementation. Time management is critical asset for both professionals and
organizations, since it concerns the discovery and application of efficient methods to
complete assignments within a specified period and at the necessary quality level. It is
a human nature to allocate time according to interest and comfort; thus, within a work
organization, employees tend to spend their time on easy tasks.
However, proper Time Management is the only way to develop good skills and habits
to achieve professional success. It can help the individuals achieve their goals by
identifying the activities necessary to complete their plans improve productivity,
alleviate stress, increase satisfaction and enhance motivation. Job satisfaction and
health and negatively associated with stress this suggest that time management can
reduce stress and increase satisfaction, motivation and effort among employees.
1.3 OBJECTIVES
1. To identify time bound completion of task which enhances the employees’ job
satisfaction.
2. To find out the role of time management or the absence of it in achieving
employee’s productivity among NBFC’s.
3. To determine whether employees can or cannot maintain their current job
performance within the restricted time frame given under various circumstances.
4. To identity the impact of time management enhances an employee job satisfaction
and productivity in organization.

1.4 RATIONALE OF THE STUDY
Studies of time management have attempted to analyze and understand the time use of
those persons who want to become more efficient on the job, in their activities that
they undertake. The need for prioritization, the creation and use of lists and the
assigning of activities to particular time slots on an individual's calendar is essential
for a successful event. Based on the assumptions that activities can be completed in
manageable bits, allowing a person to work through the obligations of the day to
achieve their desired goals will be the key indicators that an event can be organized in
accordance with the client requirements. Today, the main concern in management of
human resources is the improvement in performance of people working in the
organization with a view of increasing their efficiency through motivation.
1.5 RESEARCH METHODOLOGY
Research methodology is way to systematically solve the research problem. It may be

understood as a science of studying how research is done scientifically. The study is
based on mainly the primary data which is collected through questionnaires. The
methods for study include collection of data from various sources such as primary
source and secondary source. Both primary and secondary data have been used for the
study. The idea deals with statement of the problem, research designs, sample design,
source of data collection, hypothesis and statistical tool used for the data analysis and
interpretation. Research method helps in arriving at solution by relating available data
with unknown aspects of the problem.
A. RESEARCH DESIGN
The descriptive research design was adopted for this study. It describes data and
characteristics about the phenomenon being studied. Descriptive research answers the
questions who, what, where, when and how. It is a scientific method which involves
observing and describing the behavior of a subject without influencing it in any way.
It often uses visual aids such as graphs and charts to aid the reader in understanding
the data distribution and therefore offered better clarifications on impact of time
management on job satisfaction. Since there has been various researches conducted on
this topic, descriptive design was adopted as the researcher intended only to project
the scenario and describe the phenomenon.
B. DATA BASE DESIGN
Data collection include both primary data and secondary data
a) Primary Data
These data mainly includes the data collected through Online Questionnaire.
• Questionnaire
This is important and very popular method of data collection. In this method
questionnaires containing a printed list of questions are prepared and given to the
respondents and a request is made that the questions should be answered and returned.
The success of this largely depends on proper drafting of questions the questionnaire
should be designed in such a way that it elicits the accurate information. Moreover it
should be short as possible and simple to understand.
b) Secondary Data
These secondary data are collected from the records, documents, brochures and
magazines that were kept in the organization. Secondary data, on the other hand, are
those which have already been collected by someone else and which have been passed
through the statistical process.
C. MEASUREMENT DESIGN
The scaling technique used in this research was a five point Likert scale. The Likert
scale is a five (or seven) point scale which is used to allow the individual to express
how much they agree or disagree with a particular statement.

D. SAMPLING DESIGN
The study confined to NBFC’s such as MUTHOOT FINCORP LTD.
i) Sample Size
Sample size of the study includes 100 respondents.
ii) Sample Technique
The Technique used for conducting the study is convenience sampling because the
population is large and scattered in wide area. Convenience sampling is a non-
probability sampling technique where the subjects are selected because of their
convenient accessibility and proximity to the researcher. A convenient sample is
obtained by selecting a convenient population unit.
E. STATISTICAL DESIGN
The following statistical tools were used for analyzing the data of the study
a) Tabulation
b) Percentage Analysis Method
c) Diagrams
a) Tabulation
Tabulation means a systematic presentation of numerical data in columns and rows in

accordance with some salient features or characteristics.
b) Percentage Analysis Method
The percentage is used for making comparison between two or more series of data
and to know the accurate percentage of data collected. Here simple percentage
method is used. Interpretations are made based on the results obtained. The formula
for percentage method is as follows:

c) Diagrams
Diagrams are the pictorial representations of collected data.
1.6 SCOPE OF THE STUDY
Time management is the practice of planning and organizing the division of time
spent on an activity, for the benefits of increased productivity or efficiency. Proper
time management entails a conscious control of time to enable less complicated and
smarter work within less time. Failing to manage time would increase the pressure on
jobs or projects, which would damage effectiveness and cause stress. This study helps
to identify that time management affect the job satisfaction of the employees of an
organization and wanted to determine the relationship of time management and job
satisfaction of all other elements under the main concern affecting each other. Time
management is an important skill and knowledge especially in organizing complicated
social structures. This is an attempt to identity the impact of time enhances an
employee job satisfaction and productivity in organization and will give a clear
insight on the impact of time management and priority management of employee. It
will be of help to any organization and the employee. It will help to enlighten how to
manage task in time boundly for the employee productivity and attaining job
satisfaction in organization. The study will help to other research which the study will
serve as reference. Scope of the study covers the impact of time management in
employee productivity in organization.
1.7 LIMITATIONS OF THE STUDY
❖ Some of the respondents were very busy and hence they didn’t co-operate
with the research.
❖ Time available for the study was limited. So depth study was not possible.
❖ The details given by the respondents can be bias.
❖ Personal bias and prejudices of the respondents could have affected the result
of the study.
❖ Pandemic Corona Virus Covid19 badly affected the study.
1.8 CHAPTERISATION
The report is divided into six chapters,
Chapter I: Introduction
This chapter deals with the introductory details regarding the study, statement of the
problem, objectives of the study, Rationale of the study, scope of the study,
limitations of the study. It tells about the ways used to conduct research, sampling
method and size, statistics used etc
Chapter II: Review Of Literature
This chapter describes about the review of literature.
Chapter III: Theoretical Framework
The third chapter describes about the theoretical background of the study.
Chapter IV: Industry And Company Profile
This chapter gives an overview of the industry and all the details about the
organization. It includes detailed description about their industry, products, services
and the mission and vision of the organization.
Chapter V: Data Analysis
In this chapter collected data about employee engagement was tabulated and various
tests were conducted on the data collected to interpret valuable information.

Chapter VI: Findings Conclusion and Suggestions
This chapter includes all the findings and suggestions obtained during the study and
conclusion of the entire study undertaken.

CHAPTER II
2.1 REVIEW OF LITERATURE
Hoppock, (1935)1: Hop pock defined job satisfaction as any combination of

psychological, physiological and environmental circumstances that cause a person
truthfully to say I am satisfied with my job. According to this approach although job
satisfaction is under the influence of many external factors, it remains something
internal that has to do with the way how the employee feels. That is job satisfaction
presents a set of factors that cause a feeling of satisfaction.
Vroom, (1964)2: Vroom in his definition on job satisfaction focuses on the role of the
employee in the workplace. Thus he defines job satisfaction as affective orientations
on the part of individuals toward work roles which they are presently occupying.
Davis etal., (1985)3: “Job satisfaction is closely linked to that individual's behaviour
in the work place .Job satisfaction is a worker’s sense of achievement and success on
the job. It is generally perceived to be directly linked to productivity as well as to
personal well-being. Job satisfaction implies doing a job one enjoys, doing it well and
being rewarded for one’s efforts.”
Richards, (1987)4: In 1987, a review was published that addressed the increasing
popularity of time management. It discussed the principles mentioned by authors like
McCay (1959) and concluded that, for instance, setting life goals and keeping time
logs were important techniques for effectively managing one’s time. Although this
article was helpful in understanding the ideas behind the notion of time management,
it was not a review of empirical time management studies. In fact, to our knowledge,
no reviews of empirical research of time management have been published since the
article by Richards (1987). Therefore, the first aim of the present study is to review
past empirical studies on time management and to determine the state-of-the-art in
this area of research. It review the way in which researchers have incorporated time
management concepts and methods in their research and critically discuss the research
designs they used. Questions to be addressed are: What is time management
behavior? What are its antecedents? What is its impact on outcome variables, such as
health and job performance? Second aim is to determine in which areas more research

is needed to extend the present knowledge of time management and the processes
involved.
Bond, M., & Feather, N. (1988)5:This study reports findings from studies that used
the Time Structure Questionnaire (TSQ), an instrument designed to measure the
degree to which individuals perceive their use of time as structured and purposive.
Results from 3 samples of university students showed that the TSQ has acceptable
psychometric properties. They also showed that TSQ total scores were positively
correlated with a sense of purpose in life, self-esteem, reported health, present
standing and optimism about the future, Type A behaviour, and more efficient study
habits, and were negatively correlated with depression, psychological distress,
anxiety, neuroticism, physical symptoms, hopelessness, and anomie. Perceived use of
time also varied with role demands, such as whether a person was single or married,
employed or unemployed, or a part-time or full-time student.
Britton, B. K., & Glynn, S. M. (1989)6: This study is based on a general model for
time management is described in detail / special properties of time management that
are particularly relevant to intellectually productive people are pointed out, and some
research tools are described / an appendix provides an instrument for measuring time-
management practices.
Ajzen, I. (1991)7: Research dealing with various aspects of the theory of planned
behavior is reviewed, and some unresolved issues are discussed. In broad terms, the
theory is found to be well supported by empirical evidence. Intentions to perform
behaviors of different kinds can be predicted with high accuracy from attitudes toward
the behavior, subjective norms, and perceived behavioral control; and these
intentions, together with perceptions of behavioral control, account for considerable
variance in actual behavior. Attitudes, subjective norms, and perceived behavioral
control are shown to be related to appropriate sets of salient behavioral, normative,
and control beliefs about the behavior, but the exact nature of these relations is still
uncertain. Expectancy-value formulations are found to be only partly successful in

dealing with these relations. Optimal rescaling of expectancy and value measures is
offered as a means of dealing with measurement limitations. Finally, inclusion of past
behaviour in the prediction equation is shown to provide a means of testing the
theory's sufficiency, another issue that remains unresolved. The limited available
evidence concerning this question shows that the theory is predicting behavior quite
well in comparison to the ceiling imposed by behavioral reliability.
Britton B.K., & Tesser. A. (1991)8: A prospective study tested the hypothesis that
college grade point average (GPA) would be predicted by time-management
practices. 90 college students completed a time-management questionnaire in 1983;
their high school Scholastic Aptitude Test (SAT) scores were obtained from college
records. Principal-components analysis of the 35-item time-management instrument
revealed 3 components. In 1987 (4 yrs later) each student's cumulative GPA was
obtained from college records. Regression analyses showed that 2 time-management
components were significant predictors of cumulative GPA (R–2 = .21 and accounted
for more variance than did SAT scores (increment in(R-2 = .05). It is concluded that
time-management practices may influence college achievement.
Burt Christopher. D. B & Kemp. S (1994)9: Two experiments examined the

estimation of event duration. In Experiment 1 subjects estimated the expected
duration of five everyday activities, performed the activities, and then made
retrospective estimates of the duration of the activities. Expected and retrospective
estimates were positively correlated, even when actual duration was taken into
account suggesting both estimates may have been constructed partly from general
knowledge of activity duration. Experiment 2 examined the ability to predict activity
duration within a time management framework. Results indicated that subjects'
accuracy in predicting the duration of a series of events was not related to time
management ability as measured by the Time Structure Questionnaire (TSQ).
Subjects generally made overestimations, and this tendency may be a strategy that
gives a feeling of control over time and helps avoid stress caused by an inability to

complete tasks in the allocated time. No relationship was found between expected
duration estimation ability and academic performance.
Macan (1994)10: Although the popular literature on time management claims that
engaging in time management behaviours results in increased job performance and
satisfaction and fewer job tensions, a theoretical framework and empirical
examination are lacking. To address this deficiency, a process model of time
management was proposed and tested. 353 employees in a variety of jobs completed
several scales; supervisors provided performance ratings. Examination of the path
coefficients in the model suggested that engaging in some time management
behaviours may have beneficial effects on tensions and job satisfaction but not on job
performance. Contrary to popular claims, time management training was not found to
be effective
Barling.J, Cheung, D, & Kelloway, E. K. (1996)11: This study is based on the

recent research (T. H. Macan, 1994) which questioned the importance of time
management in predicting performance. The authors tested the hypothesis that time
management behaviors interact with achievement striving to predict car sales
performance. On the basis of data from 102 salespeople, moderated regression
analyses supported that hypothesis. There was a significant interaction between short-
range planning and achievement striving. Results show how time management is
related to job performance under conditions of high motivation.
Viswesvaran. C, Ones.D., & Schmidt, F. (1996)12: This study used meta-analytic

methods to compare the interrater and intrarater reliabilities of ratings of 10
dimensions of job performance used in the literature; ratings of overall job
performance were also examined. There was mixed support for the notion that some
dimensions are rated more reliably than others. Supervisory ratings appear to have
higher inter-rater reliability than peer ratings. Consistent with H. R. Rothstein (1990),
mean inter-rater reliability of supervisory ratings of overall job performance was
found to be .52. In all cases, inter-rater reliability is lower than intra-rater reliability,
indicating that the inappropriate use of intra-rater reliability estimates to correct for

biases from measurement error leads to biased research results. These findings have
important implications for both research and practice.
Motowildo. S. Borman. W., & Schmit, M. (1997)13: Although much attention has
been given to non cognitive predictors of job performance, few theories have
addressed why assessments of non cognitive abilities and orientations are predictive.
Drawing on the work of Motowidlo, Borman, and Schmit (1997), a framework is
tested to explain the proposed relationships among non cognitive abilities, cognitive
abilities, and procedural knowledge. In this framework, procedural knowledge, or
understanding of the social and psychological context in which core business
processes are embedded, is proposed as a direct antecedent of contextual performance
(Borman and Motowidlo, 1993, 1997). Further, both cognitive and non cognitive
individual differences are proposed as antecedents of both procedural knowledge and
contextual performance. Two studies, which provide initial empirical support for this
framework, are presented.
Harald S. Harung, (1998)14: Time is the most precious resource in business and
society. Unlike other resources, like people and capital, time is often considered fixed.
However, the way people subjectively experience and utilize time varies substantially
between people. Human development provides the basis for breakthrough
improvements in time management. In particular, in higher states of consciousness it
may be possible to transcend the limitations of time so that time ceases to be a factor
limiting our accomplishments in life. In order to realizing practice a transformation to
improved time management.
Adams, G. A., & Jex, S. M. (1999)15: This review incorporates recent research
regarding time management into a model of work-family conflict. The authors
hypothesized that 3 types of time management behaviour would have both direct and
indirect (through perceived control of time) relationships, with work interfering with
family and family interfering with work. It was also hypothesized that both of these
types of work-family conflict would be related to the strain outcomes of job

dissatisfaction and health complaints. This model was tested with a sample of 522
workers. In general, the hypothesized relationships were supported.
Van Scotter. J, Motowidlo. S. & Cross. T. (2000)16: Evidence from 2 samples of

Air Force mechanics supported the hypothesis that contextual performance affects
employees' career advancement and rewards over time. Results of hierarchical
regressions controlling for experience showed task performance and contextual
performance each predicted systemic rewards. Each facet explained separate variance
in probability ratings over 2 years. In both samples, contextual performance explained
separate variance in informal rewards but task performance did not. Task performance
explained incremental variance in career advancement 1 year later but contextual
performance did not. Analyses using correlations corrected for unreliability suggest
these results cannot be attributed to measurement error. Contextual performance still
explained separate variance in informal rewards, and task performance explained
distinct variance in career advancement a year later.
Huang, X., & Zhang, Z. (2001)17: illustrated the concept of time management as a
kind of temperament attribute which makes it possible to be reflected as a means of
utilizing and managing ones’ time. Over the years the focus of time management
publications and training courses has shifted from managers as the major target group
to a broad audience of working people. This is a research on time management issues
such as time attitude, time experience, and time structure are related to the subjective
experience and utilization of time. At present the Time Management Questionnaire
and Time Management Behaviour Scale are used abroad to evaluate the time
management disposition, which reflects the way that individuals make use of and
control time. Time management can be considered a kind of multi-dimensional
personality trait. This study documents the development of the Adolescence Time
Management Disposition Inventory for Chinese adolescents. An exploratory factor
analysis was done with 1,207 adolescents; time management disposition consisted of
the sense of time value (social-oriented and individual-oriented time value), the sense
of time control (setting goals, planning, priorities, time allocation, and feedback), and
the sense of time efficacy. Construct validity with another 507 adolescents showed
that the goodness-of-fit of a 3-dimension model was better than other unconstrained
models. The reliability analysis indicated that the inventory had internal and temporal
consistency. All the results indicated that the Time Management Disposition
Inventory had clear factor structure, good reliability, and validity.
Ancona, D. G., Goodman, P. S., Lawrence, B. S., & Tushman, M. L. (2001)18: The
review discusses the issue of time as it pertains to organizational research. The author
believes that looking at research in terms of time is a powerful tool in assessing
organizational phenomena. According to the author, temporal research allows
researchers to gain more perspective when looking at organizational issues such as
decision making, group performance and organizational transformation. The author
notes that the field of temporal research is translated into concepts including pacing,
timing and sequencing.
Alay, S., & Kocak, S. (2002)19: mentioned that the purpose of this study was to
conduct the reliability and validity of Time Management Questionnaire (TMQ) for
Turkish university students. 35- Item Time Management Questionnaire was
administered to Middle East Technical University undergraduate university students
who were taking elective courses opened to all departments and faculties. 9 elective
courses were randomly selected from the elective courses opened at 1999-2000 spring
season. The subjects of this study were 165 female and 196 male university students.
Validity of the questionnaire was established by face validity and construct-related
evidence. To analyze the factors associated with this instrument for Turkish
population, items were subjected to principal component analysis and results showed
that 35-item TMQ revealed 3 components. Therefore, the purpose of this study was to
test the reliability and validity of 35-item TMQ for Turkish university students.
Pulakos. E., Schmitt.N., & Dorsey.D. (2002)20: This research further investigates an
8-dimension taxonomy of adaptive performance developed by Pulakos, Arad,
Donovan, and Plamondon (2000) and the usefulness of past experience, interest, and
self-efficacy predictors developed to measure these same 8 dimensions for predicting

adaptive job performance. Participants in the concurrent, criterion-related validation

study included 739 military personnel. They completed the 3 adaptability measures as
well as more traditional cognitive and non cognitive predictors. Supervisors of the
study participants rated their adaptive job performance. Results showed support for
the 8-dimension model of adaptability. In addition, cognitive ability, personality, and
the new adaptability predictors were shown to predict adaptive performance, with
some past experience items adding incremental validity beyond the more traditional
cognitive ability and personality measures.
Orlikowsky and Yates (2002)21: According to their definition, “the temporal

dimension of work has become more important because of expanding global
competition and increased demands for immediate availability of products and
services”.
Ancona et al., 2001; George and Jones, 2000; Wright, 2002)22: The increasing
salience of time is reflected in theoretical as well as practical publications. A number
of authors discussed the need for better incorporating time in theoretical models and
research designs.
Statt, (2004)23: “Job satisfaction can be defined also as the extent to which a worker
is content with the rewards he or she gets out of his or her job, particularly in terms of
intrinsic motivation.”
Brigitte J.C Claessens, Wendelien van Eerde and Christel G. Rutte and Robert
A.Roe, (2005)24: This review includes 32 empirical studies on time management
conducted between 1982 and 2004. The review demonstrates that time management
behaviours relate positively to perceived control of time, job satisfaction, and health,
and negatively to stress. The relationship with work and academic performance is not
clear. Time management training seems to enhance time management skills, but this
does not automatically transfer to better performance. The reviewed research displays
several limitations. First, time management has been defined and operationalised in a
variety of ways. Some instruments were not reliable or valid, which could account for
unstable findings. Second, many of the studies were based on cross‐sectional surveys
and used self‐reports only. Third, very little attention was given to job and
organizational factors. There is a need for more rigorous research into the
mechanisms of time management and the factors that contribute to its effectiveness.
The ways in which stable time management behaviours can be established also
deserves further investigation. This review makes clear which effects may be
expected of time management, which aspects may be most useful for which
individuals, and which work characteristics would enhance or hinder positive effects.
Its outcomes may help to develop more effective time management practices. This
review is the first to offer an overview of empirical research on time management.
Both practice and scientific research may benefit from the description of previous
attempts to measure and test the popular notions of time management.
Mullins, (2005)25: “Job satisfaction is a complex and multifaceted concept which can
mean different things to different people. Job satisfaction is usually linked with
motivation, but the nature of this relationship is not clear. Satisfaction is not the same
as motivation. Job satisfaction is more of an attitude, an internal state. It could, for
example, be associated with a personal feeling of achievement, either quantitative or
qualitative.”
Armstrong, (2006)26: “The term job satisfactions refer to the attitude and feelings
people have about their work. Positive and favourable attitudes towards the job
indicate job satisfaction. Negative and unfavourable attitudes towards the job indicate
job dissatisfaction.
Beckwith, S. (2006, July)27: The present study was conducted to investigate the
relationship between time management, job satisfaction and motivation among
teacher educators in university departments, institutes and faculties of education in the
Sindh province of Pakistan. Using an interview approach, the researchers recorded the
professional stories of 40 teacher educators. The interviews and the analysis focused
particularly on teacher educators’ skills, routines and characteristics related to time
management, job satisfaction and motivation. This article advances current

knowledge by revealing the values of narrative analysis including, especially,
qualitative research methods as a means for disseminating the evidence-based
information. In so doing, it offers teacher educators and heads of universities,
faculties, institutes and departments a reliable resource for understanding how teacher
educators improve their time management skills to increase job satisfaction and
motivation and make their professional and personal lives more meaningful. this study
concludes that TEs who achieve JSM are those who know how to: spend their time,
set priorities, plan, organize their activities, schedule their assignments, delegate their
time and work, stop procrastinating, minimize and manage external time wasters,
focus on one task at a time and avoid multi-tasking and feel positive to reduce stress
and stay healthy.
Cornelius J. Konig & Martin Kleinman,(2007)28: The lens of behavioral decision

theory offers a new perspective for research on time management. The basic idea of
this approach is that people discount future consequences of their time management
decisions, meaning that they work on tasks with smaller but sooner outcomes rather
than on tasks with larger but later outcomes. The authors performed 2 experimental
studies to test whether people are sensitive to differences in the discounted utility of
time management decisions. In Experiment 1, they used vignettes of typical time
management situations; Experiment 2 was a laboratory simulation (an in-basket task
that was part of a training assessment). Participants in both studies were German
students. As expected, manipulating the discounted utility of options resulted in
different time management decisions. In Experiment 1, reactions to time management
situations were judged as less likely if the reactions had lower discounted utilities. In
Experiment 2, people spent less time on an interruption.
Kaliski, (2007)29: “Job satisfaction further implies enthusiasm and happiness with
one’s work. Job satisfaction is the key ingredient that leads to recognition, income,
promotion, and the achievement of other goals that lead to a feeling of fulfilment.”

(Claessens & Eerde, 2007)30: They defined; the term “time management” is actually
misleading. Strictly speaking, time cannot be managed, because it is an inaccessible
factor. Only the way a person deals with time can be influenced. In this regard, it
would be more appropriate to speak about self-management with regard to the
performance of multiple tasks within a certain time period. But in the literature, the
term self-management has a different meaning. It refers to monitoring and regulating
oneself, but without any specific reference to techniques for monitoring time use.
Therefore, we will stick to the use of the term time management in the present paper.
Aziri, (2008)31: Described “We consider that job satisfaction represents a feeling that
appears as a result of the perception that the job enables the material and
psychological needs”.
Sonnentag . S , Volmer. J., & Spychala . A. (2008)32: The overview of the major
performance dimensions views individual performance as a multi dimensional
concept. At the most basic level, performance can be differentiated in terms of
process and outcome. Moreover, one can distinguish between task, contextual, and
adaptive performance and each of these types in itself is multidimensional. These
performance types differ with respect to their antecedents and consequences and can
be conceptually and empirically separated. Measurement of performance is central as
important organizational decisions are based on individual performance. Future
research is needed to clarify the interplay of the different performance types.
George et al., (2008)33: “Job satisfaction is the collection of feeling and beliefs that
people have about their current job. People’s levels of degrees of job satisfaction can
range from extreme satisfaction to extreme dissatisfaction. In addition to having
attitudes about their jobs as a whole. People also can have attitudes about various
aspects of their jobs such as the kind of work they do, their co-workers, supervisors or
subordinates and their pay.”

Carroll, S. M. (2009)34: In the book, Carroll explores the nature of the arrow of time
that goes forward from the past to the future, and posits that the arrow owes its
existence to conditions before the Big Bang. However, reasoning about what was
there before the Big Bang has traditionally been dismissed as meaningless, for space
and time are considered to be created exactly at the Big Bang. Carroll argues that
"understanding the arrow of time is a matter of understanding the origin of the
universe" and in his explanations relies on the second law of thermodynamics, which
states that all systems in the Universe tend to become more and more disorganized
(increase in entropy).[3][4] The arrow of time is based on ideas that go back to Ludwig
Boltzmann, an Austrian physicist of the 1870s.
Chioma. F., & Ekpete . O. A. (2011)35: At the heart of every institution (mostly
learning institution) is repertoire of essential skills which every serious individual
strives to know. No one is perfect but becomes more proficient as he continues to
work and practice. In fact effective individual are never satisfied, they are curiously in
search of attitudes to sharpen their results. Time management is essential for
achieving positive results in (learning) institutions, however it has not been
adequately enhanced by individual. This paper examines how time can be managed,
its benefits and need for private time table (PTT).

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CHAPTER III
3.1 THEORETICAL FRAMEWORK
Time management refers to a systematic approach of managing one's work routine to

maximize productivity within a limited timeframe. Since organizational behavior
deals with the ways in which employees structure and perform their work, different
theories present different viewpoints on how time management should be addressed.
3.1.1 JOB SATISFACTION
Job satisfaction refers to a person’s feeling of satisfaction on the job, which acts as a
motivation to work. It is not the self-satisfaction, happiness or self-contentment but
the satisfaction on the job. Job satisfaction relates to the total relationship between an
individual and the employer for which he is paid. Satisfaction means the simple
feeling of attainment of any goal or objective. Job dissatisfaction brings an absence of
motivation at work. Lofquist and Davis (1991), defined job satisfaction as “an
individual’s positive affective reaction of the target environment as a result of the
individual’s appraisal of the extent to which his or her needs are fulfilled by the
environment”.
Work is a central part of almost everyone’s life. Adults devote almost all of their
waking time to work as career development makes up almost 70% of all human
developmental tasks. Hence it is important that the employees feel a sense of
satisfaction with their job or else it might lead to frustration, anger and in some cases
even depression.
Perceived satisfaction on the job is reflected by the needs of sense of fulfilment and
expectation for the job to be interesting, challenging and personally satisfying. Job
satisfaction is also an achievement indicator in career developmental tasks.
There are numerous studies on job satisfaction, and the results are often valued for
both humanistic and financial benefits. When employees are satisfied, they tend to
care more about the quality of their work, they are more committed to the
organization, they have higher retention rates, and they are generally more productive.

The present times are very competitive and hence there is a lot of pressure for each
organization to be the best for this reason, organizations now demand for the better
job outcomes. In fact, modern times have been called as the “age of anxiety and
stress”.
3.1.2 TIME MANAGEMENT
Time management” is the process of organizing and planning how to divide your time
between specific activities. Good time management enables you to work smarter – not
harder – so that you get more done in less time, even when time is tight and pressures
are high. Failing to manage your time will damage your effectiveness and causes
stress.
3.1.2 TIME MANAGEMENT THEORIES
There are three theories about time and time management that stand out from all of
the rest, helping people develop stronger skills and prioritize more effectively. The
three theories covered here are Pickle Jar Theory, the Pareto principle, and
Parkinson’s Law. These theories each encourage thinking about the time you spend in
a different way, rather than as a generic resource that counts down.
1. Pickle Jar Theory – The Cost of Small Time Consuming Tasks
The Pickle Jar Theory illustrates how relatively unimportant tasks or commitments
can easily take up much of a person’s time. Filling one’s day with small trivial tasks
that are not important prevents one from using that time to complete larger or more
important tasks and projects. The theory uses a pickle jar and its contents to represent
time management. The inside of the pickle jar represents a person’s time, and all the
different tasks and commitments that take up that time are represented by rocks,
pebbles, sand and water that are placed into the jar.
➢ Rocks are the important things that require immediate, significant attention, and
produce a huge benefit when they are accomplished.

➢ Pebbles produce a benefit, but they are not as important as the tasks represented by
the larger rocks.
➢ Grains of sand signify small, time consuming tasks that are relatively easy to do but
are of little importance, filling in the leftover space. Things like text messages
constant email checking, and idle chit-chat all take time, but generate little benefit.
The final component, water, fills in what little space remains, and represents the tasks
and idle moments that fill all the remaining space. The key to using the Pickle Jar
Theory is to be aware of which tasks are “rocks,” providing large benefits and
requiring immediate attention. Once you know which tasks are “rocks,” you can turn
your attention to the “sand,” paring it away to make room for more rocks. Various
techniques can be used to diminish the number of grains of sand in the jar . This
resource discusses a technique known as batching. Batching is a way to combine
many small tasks into one block of time, such as reviewing one’s email inbox only
once or twice each day instead of four times an hour, leading to less time wasted on
“sand.” Techniques like batching, however, rely on an understanding of the Pickle Jar
Theory. Being able to determine which tasks are unnecessary “sand” will allow you to
focus your attention on the “rocks” and “pebbles.”
FIGURE 3.1 PICKLE JAR THEORY

2. Pareto’s Principle: the 80/20 Rule – Focus on the Tasks with the Greatest Benefit
The 80/20 Rule is similar to the Pickle Jar Theory, in that it suggests people can work
smarter by concentrating on the important things from which they derive the most
benefit. Activities that reap the greatest benefit, represented by the rocks in the pickle
jar, are the 20% of the activities that should consume 80% of your time in the 80/20
rule.
Economist Vilfredo Pareto observed that 80 percent of the wealth in his native Italy
was held by 20 percent of the population. You might conclude that a theory regarding
wealth distribution in a single country has nothing to do with time management, but
the relationship between 80% and 20% holds true in several other areas as well,
including time management.
The 80/20 rule, in its broader form, says that a small number of causes are responsible
for a large percentage of the effect, in a ratio of about 20:80. In time management,
you will often find that 20% of your tasks generate 80% of the results, or that 20% of
tasks absorb 80% of available time. By finding the ideal 20% of your tasks to spend
80% of your energy on, you can avoid wasting time or effort.
FIGURE 3.2 PARETO PRINCIPLE
University Institute Of Management, Kollam Page 28

3. Parkinson’s Law – Reduce the Time Assigned to Each Task
Parkinson’s Law is simple and straightforward: the time required to complete a par
ticular task will expand according to the amount of time it is allotted. Giving yourself
less time to do something will lead to faster completion. Slowly reduce the time
allotted for any given task, and eventually you’ll find the sweet spot in which it gets
completed without feeling rushed. Like the other theories, this changes the way you
approach using your time, illustrating that less time can lead to better, more effective
work.
Cyril Northolt Parkinson was a British author who once observed this phenomenon
firsthand. Assigning two hours to complete a task that could be completed in less than
one hour will result the two hours being consumed anyway, but with the excess hour
spent on planning, worrying, and agonizing. People will almost always fill all
assigned time, but what they fill it with changes if they have too much excess.
Interested in testing the theory? Try allocating half as much time each morning to a
mundane task like checking your email. If necessary, set a timer. You will likely find
yourself dealing with each item in your email account’s inbox a little faster. At the
end of the time, look at how much you accomplished in the time you set. The odds are
good that you’ll exceed your own expectations.
Before you go too far congratulating yourself for a job well done, try cutting the time
again the following day. As you continue to allow yourself less time, you will likely
begin prioritizing only those emails that actually matter, skimming subject lines and
dumping spam, advertisements, or other meaningless messages. Your attention will
zero in on the most important emails that must be addressed immediately.
This exercise helps people pare away unnecessary worrying, planning, and
frivolousness, finding the tasks that truly need to be completed. Parkinson’s Law
should help you maintain awareness of the truly necessary time to complete any task
or project. Try allowing yourself a little less time than you think you need; the odds
are good that you’ll only need the time you set aside.

Some other Time management theories are,
4. The Pomodoro Technique
Developed by consultant Francesco Cirillo, the Pomodoro Technique is a time

management tool that breaks work into 25-minute sessions to help you stay focused
and get more done. Here’s how it works:
Step 1 Choose a task

Step 2 Set a timer for 25 minutes
Step 3 Work on the task until the timer goes off
Step 4 Once the timer goes off. Check off the item on a piece of paper
Step 5 Take a short break
Step 6 Every four Pomodoro, take a longer break
Day 1 – Pomodoro Technique Experiment Results
• Number of words written: 1,381

• Grammarly score out of 100: Blog post #1: 94. Blog post #2: 95.
• Number of article drafts completed: 1
• Number of Pomodoro hours: 3 hours, 19 minutes
• Words per hour: 416
• Number of Pomodoro completed: Almost 9 (by the ninth Pomodoro, I only had
the energy to work for 20 minutes).
• Percentage of tasks completed: Almost 100%
Using the Pomodoro Technique felt helpful, but rigid at times. I found myself hesitant
to start work at all if I knew I wouldn’t be able to go 25 minutes without breaking
away from the work. I also found a 5-minute break between Pomodoro was way too
short and restrictive, so I didn’t time the breaks, but I probably went 10 to 15 minutes
on short ones. For the longer breaks, I took about an hour. Liked how the Pomodoro
Technique forced me to focus entirely on the task at hand for the full 25 minutes. It
made me much less likely to get distracted or switch tasks and work on something
else. Because I hate the sound of alarms, I revised this part of the Pomodoro method. I

ended up simply using Toggle and checking the time repeatedly, which probably was
bad as that could count as a distraction. I prefer to use Serene when I’m working, but
since the app doesn’t have a setting for 25-minute sessions, I thought I had to use
something else to remain faithful to the Pomodoro Technique. But I later found out
that you don’t have to stick to 25-minute increments. You can do 20 minutes or even
one hour. The Pomodoro Technique doesn’t have to be so restrictive; you can modify
it however you like.
To get the most out of the Pomodoro Technique, I recommend planning your day
ahead of time and breaking tasks into Pomodoro. I did this in a journal Satisfying.
Overall, I loved this method and will continue to use it. Checking off the completed
tasks on a piece of paper felt satisfying. Overall, I loved this method and will continue
to use it.
5. The ALPEN Method
Developed by German economist Lothar J. Seiwert, the ALPEN method’s name is an

acronym for German words, but here’s how it works:
Step 1 Create a to-do list before you begin the day
Step 2 Estimate how long each item will take you
Step 3 Allow 40% as “buffer time” – Things such as breaks & little tasks
Step 4 Prioritize each task and delegate where you can
Step 5 Take notes during the day & check off items as they’re completed
Move any uncompleted items to the next day Day 4 – ALPEN Method Experiment
Results
• Number of words written: 1,949

• Grammarly score out of 100: Blog post: 93, Copywriting: 99
• Number of article drafts completed: Zero (nothing due today)
• Number of hours worked: 3 hours, 40 minutes
• Number of Serene sessions completed: 9 sessions

• Percentage of tasks completed: All of the important 60% tasks (the tasks I deemed
as non-buffer)
I liked the ALPEN method! I was surprised by how accurate the work-buffer time
split ended up being. I underestimated how long the first task would take me; it took
me three times longer than I predicted. But in the end, I still checked off all the items
on my list that were essential, and I didn’t even need as much buffer time as I had
expected.
I also really liked having a checklist and checking off each item as I went. Allotting a
set amount of time for each item forced me to stay on task and try to get it done
within that time frame. Otherwise, I knew I might not complete it at all due to the
ALPEN Method’s assertion that 40% of your work time ends up being spent on
breaks, unexpected tasks, and interruptions.
Overall, the best parts of the ALPEN Method were:
• You estimate the amount of time a task will take. This prevented me from
overloading my to-do list and feeling like I didn’t do “enough” that day. In fact, at
the start, I had put too many tasks. When I estimated how long each would take, I
realized I didn’t have enough working hours in the day to complete them all. This
forced me to pare down my list and prioritize properly.
• You account for distractions. Instead of feeling bad when something unexpected
pops up during your workday, with the ALPEN Method, you plan for this with
your “buffer time.” Thanks to this, I wasn’t thrown off by those inevitable
interruptions.
6. The ABC Method
The ABC Method was developed by Alan Lakein, the author of the popular book
How to Get Control of Your Time and Your Life. It’s a way of prioritizing the items on

your to-do list. While most of us dump our tasks onto a list without much thought to
the weight of each item, the ABC Method makes you categorize tasks as A, B, or C:
FIGURE 3.6 ABC METHOD
You must start with A and refrain from moving on to B until you finish all of your A
tasks.
You can also use sub-categories within box A, such as A1, A2, A3, etc.
Day 5 – ABC Method Experiment Results
• Number of words written: 848

• Grammarly score out of 100: Blog post #1: 93, Blog post #2: 81
• Number of article drafts completed: Zero (nothing due today) Number of hours
worked: 1 hour, 40 minutes
• Number of Serene sessions completed: 5
• Percentage of tasks completed: 1 out of 3 of the A tasks, 2 out of 5 of the B tasks,
and 2 out of 6 of the C tasks.
The ABC Method was my least favorite, but it might have been because I didn’t have
much energy this day. Instead of following it to a tee, I ended up skipping down to a
C task before I completed my A tasks. Because this method dictates that you
shouldn’t move to a C task until you finish your entire A and B tasks, it feels
inflexible.

7. Time Management Matrix
The following Time Management Matrix is reportedly based on ideas from President
Dwight D. Eisenhower and made popular by author Stephen Covey, who wrote about
it in his New York Times bestseller, The 7 Habits of Highly Effective People. To use
this time management method, we can create a matrix and place your tasks for the day
in one of the four quadrants:
When you’re really busy at work, rushed off your feet with tasks, it’s easy to overlook
the distinction between what’s “important” and what’s “urgent”. These two words
often seem interchangeable, but there’s a big difference between them – and this
difference forms the crux of the time management matrix. This matrix is basically a
way of figuring out what you should be doing, and of learning to approach your
commitments more consciously – something President Eisenhower was known to
do very well. It’s in our nature to prioritize urgent tasks. When we know a deadline is
looming, our reactive brain kicks in; we put all our energy into completing something
simply because it’s “urgent”, and then are rewarded with a brief hit of dopamine for
our efforts. But when that wears off, we realize we’ve spent the whole day doing
things that don’t really matter. US educator and businessman Stephen Covey
understood this “urgency addiction”, and to help identify what’s truly important
versus what’s urgent, he created his time management matrix.
According to the matrix, everything we do in life can be sorted by both its urgency
and its importance. As you can see, the top two quadrants are what we should be
focusing on – they’re “important”. But we should also be trying to minimize Q1
(important and urgent) as much as possible. This quadrant deals with unforeseen
issues – unexpected yet pressing problems – but if we spend enough time in Q2, we
should minimize the amount of urgent tasks we have to deal with.
Q2 is all about proper planning – about putting the necessary time in before things
become urgent. This is the quarter we should be prioritizing, since doing so will help
us be more effective in our work and minimize bad work stress.

1. Identify Your Priorities
If we want our work to sit mostly in “important and not urgent”, we first need to
identify our highest-priority tasks. The whole objective of Covey’s time management
matrix is to encourage us to question whether a certain task helps us achieve our goals
or not. Reorganize your To-Do list based on the grid above, which will allow you to
instantly identify which tasks need your immediate attention and which are most
important.
2. Schedule Time For Deep Work
Once you’ve identified which tasks are truly important, the next step is to create more
undisturbed space for working on them – to free up time for undisturbed, prolonged
focus and organize your schedule thoughtfully to make sure you give most of your
time to them. Consider using time blocking to create regular sessions for immersive
deep work, as well as limit the amount of time you allow yourself to spend on low-
value, unimportant tasks like daily email management.
3. Outsource Or Automate Wherever Possible
To free up more time for Q2 work, you also need to reduce the time you spend in Q3
and Q4. Work that’s not important but urgent can include tasks like meeting
scheduling, time tracking and replying to emails. While much of this work is
unavoidable, a great deal of it can be partly automated or completely outsourced. Use
smart tech to limit the impact of this work on your day in particular, check out apps
that can prioritize your inbox, track your time automatically and schedule meetings
intelligently.
4. Use Anti-Distraction Apps To Block Time Wasters
Q4 – things that are not important and not urgent – should ultimately be eliminated
entirely, or at least reserved for when you need a quick break from cognitively
demanding work. Anti-distraction apps are a great help for ensuring these types of

task don’t colonize your time or interrupt you when you’re trying to focus. They can
even help you manage your biggest self-distracting behaviors, blocking certain
websites or limiting your non-work related browsing each day.
As your schedule becomes more intentional and well proportioned, you’ll find that the
time you spend doing Q1, Q3 and Q4 work should gradually decrease, freeing up
more time for you to spend on the things that actually matter.

CHAPTER IV
4.1 INDUSTRY PROFILE
Non-Banking Finance Companies are essential to the Indian Financial System

because of the significant roles they play in nation building and financial inclusion.
They complement the role of the banking Sector in reaching out and extending credit
facilities to the unbanked sections of society. Respectively, they always consider their
employees as the backbone of their Companies and are aimed at providing employee
satisfaction. However, developing an understanding of employees is a tough task for
the Human Resource Department subjecting most of the NBFCs to higher attrition
rates problems. Hence, this study has been undertaken among 50 respondents to
identify and understand the human resource practices followed by the satisfaction
NBFC’s and also find out the significant relationships between their various human
resource practices and job. Using stratified random sampling method, questionnaires
were administered to collect data from were formulated and tested using Chi-square
Test and Correlation Analyses. The results reveal that performance appraisal,
Motivation, employee engagement, recruitment and selection, training and
development are positively related to job satisfaction. Finally, it is recommended that
these human resource practices should be viewed as strategic functions of any
organization.
Non-banking financial companies ("NBFC") have undergone significant

transformation over the past few years. Liberalization of the legal regime, increasing
digitization and rising financial inclusion have given a boost to innovation, growth
and investment in the financial sector.
NBFCs have scripted a spectacular success story in the history of the Indian economy.
NBFCs being financial intermediaries are engaged in the activity of bringing the
saving and the investing community together. In this role they are perceived to be
playing complimentary role to banks rather than competitors. NBFCs have also
carved niche business areas for them within the financial sector space and are also
popular for providing customized products like second hand vehicle financing, mostly
at the doorstep of the customer.

Non-Banking Finance Companies as any other Companies have always considered

their employees as the backbone of their Companies and they are aimed at providing
employee satisfaction enabling them to deliver better results year over year. Some are
also committed in providing their employees with ample opportunities to learn and
advance in their career in their quest for having a satisfied work force.
“A satisfied customer is the best business strategy of all” - Michael LeBoeuf,

Business Author. Customer satisfaction is the important element of any organization;
successful organization is very oriented towards customer. They are customer
friendly. In the organization life cycle, customers are placed first, then the profit. That
organization who always thinks customer and their satisfaction are having an edge
over their competitors, they expand leap and bound. For a long-term association with
the company or the product, companies should keep on experimenting on their
products and devising products, which will suite to their requirements. So, companies
should keep on customizing the product along with the pricing & quality. Human
Resource is concerned with the people dimension in an organization, hence the trend
in organizations to re-designate Personnel Department into Human Resource
Department. The functions undertaken by Human Resource Department are to recruit,
select, train and develop employees for an organization. Today with companies
having a global mix of employees, developing an understanding of employees is a
tough task for the Human Resource Department. This affects employees’ job
satisfaction Overtime. he tremendous growth of Indian Non-Banking Financial
Industry has changed its face with a decreasing emphasis on human interventions.
These days, improved technologies are being followed by the NBFCs for upgrading
their work methods, work norms, technical and managerial skills and there is
employees’ adjustment to face the fast emerging challenges, both in the
manufacturing and service sectors. In order to provide their customers more flexible
and convenient services as well as to reduce servicing costs, NBFCs have been
investing huge amounts to computerize their branches and at the same time, are
putting greater emphasis on the management of their human resources and training
and development to achieve job satisfaction. The need for sound and effective human
resources management policies and practices as well as personal development is being
felt strongly at every level.

Human resource practices are evolving along with business expansion, with bigger
NBFCs having better practices while the others are trying to catch up. Most of the
NBFCs are facing higher attrition rates at field-level while the larger NBFCs are also
facing attrition rates even at supervisory and high officials’ levels. Some of the major
reasons are transfer and posting policy, lack of career progression. Finally, the
absence of the best human resource practices and job security are the biggest human
resources challenges of the NBFCs in the modern era.
4.1.1 PRINCIPAL BUSINESS
Financial activity as principal business is when a company’s financial asset Constitute

more than 50 per cent of the total assets and income from financial assets constitutes
more than 50 per cent of the gross income. A company which fulfils both these
criteria will be registered as NBFC by RBI. The term 'principal business' is not
defined by the Reserve Bank of India Act. The Reserve Bank has defined it so as to
ensure that only companies predominantly engaged in financial activity get registered
with it and are regulated and supervised by it. Hence if there are companies engaged
in agricultural operations, industrial activity, purchase and sale of goods, providing
services or purchase, sale or construction of immovable property as their principal
business and are doing some financial business in a small way, they will not be
regulated by the Reserve Bank. Interestingly, this test is popularly known as 50-50
test and is applied to determine whether or not a company is into financial business.
4.1.2 What is the Difference Between Banks & NBFC’s?
NBFCs lend and make investments and hence their activities are akin to that of banks;
however, there are a few differences as given below:
❖ NBFC cannot accept demand deposits;

❖ NBFCs do not form part of the payment and settlement system and cannot
issue cheques drawn on itself;
❖ Deposit insurance facility of Deposit Insurance and Credit Guarantee
Corporation is not available to depositors of NBFCs, unlike in case of banks.

❖ In terms of Section 45-IA of the RBI Act, 1934, no Non-banking Financial

company can commence or carry on business of a non-banking financial
institution without a) obtaining a certificate of registration from the Bank and
without having a Net Owned Funds of ₹ 25 Lakhs (Two core since April
1999). However, in terms of the powers given to the Bank, to obviate dual
regulation, certain categories of NBFCs which are regulated by other
regulators are exempted from the requirement of registration with RBI viz.
Venture Capital Fund/Merchant Banking companies/Stock broking companies
registered with SEBI, Insurance Company holding a valid Certificate of
Registration issued by IRDA, Nidhi companies as notified under Section 620A
of the Companies
Act, 1956, Chit companies as defined in clause (b) of Section 2 of the Chit
Funds Act, 1982.
4.1.3 OPERATIONAL INNOVATION AND GROWTH
With the rising innovation and growth in the sector, newer business models of NBFCs
such as 'account aggregators' and 'peer to peer lending platforms' ("P2P Lending") are
catching pace. To clarify, account aggregator is a form of NBFC engaged in
collecting and providing information on a customer's financial assets, in a
consolidated, organized and retrievable manner. Further, P2P Lending is a form of
crowd-funding which uses an online platform to match lenders with borrowers to
provide unsecured loans. RBI notified P2P Lending platforms as NBFCs on 24
August 2017 and recently issued the Master Directions to regulate the P2P Lending
platforms on 4 October 2017.The NBFC sector is also seeing a surge of newer
structured products like Market and Credit Linked Debentures wherein the principal
investment of the debenture holder is protected and the interest payment, to be made
at maturity, is linked to the performance of an underlying Index or a stock.

4.2 MUTHOOT FINCORP LTD.
FIGURE 4.2 MUTHOOT FINCORP
Muthoot Fincorp Ltd., the flagship company of Muthoot Pappachan Group, is one of
the largest NBFCs in India, registered with the Reserve Bank of India. Muthoot
Fincorp has over 3800 branches across India with an average walk in of 50,000
customers per day. The company has a diverse mix of retail offerings catering to the
various needs of its customers including Gold Loans, Business Loans, Housing Loan,
Auto Loans, Money Transfer, Foreign Exchange, Insurance Services and Wealth
Management Services. Muthoot Fincorp is a provider of mass finance in the form of
gold loans. Decades of dedicated research and experience in rural strongholds have
enabled the Company to provide quick and customized finance options and
investment schemes for millions of customers who do not have access to mainstream
commercial banks.
Muthoot takes its name from its Family, which is a branch of a traditional Orthodox
Christian family, based in Kozhencherry, a small town in the erstwhile primary state
of Travancore (Kerala). In the year 1887, Muthoot Ninan Mathai (Patron Founder of
the group), started in a humble way as a retail and whole-sale trader of grains at
Kozhencherry. These wholesale goods were mainly supplied to the large Estates
owned by British Companies. Later, understanding the unmet saving needs of the
estate’s workers, Mr.Ninan Mathai, started the Chit Funds business on a philanthropic
motive, as an avenue for saving. Initially, it was started solely for the workers, but
later was floated outside the estate. The business grew slowly but steadily along with

its share of ups and downs. Functioning out of a single office in Kozhencherry,
Muthoot Ninan Mathai entered the gold loan business in the 1950’s. He soon went on
to become the largest player in Chits & Gold Loans. Various people across Kerala
came to Kozhencherry for gold loan & chits. The Late Muthoot Ninan Mathai had
four sons, Ninan Mathew, M. George, M.
Mathew and Mathew M. Thomas (Muthoot Pappachan) who were involved in the
business from their childhood and later took over the family business. Currently MPG
has 20,000 employees, serving over a million customers through its 3800 branches
across the country. MPG’s customer-centric approach and innovation in terms of new
products that cater to changing customer needs, have helped in winning the loyalty of
innumerable customers, as well as in attracting new ones. Adopting the latest
technology and new ways to serve customers, without compromising on basic
principles and ethics that it has been following since its inception, is what forms the
backbone of MPG.
Muthoot Pappachan Group has grown to encompass unimaginable proportions.

Armed with a commitment to society, the group set up the Muthoot Pappachan
Foundation (MPF), a Public Charitable Trust - the CSR arm of MPG that has touched
thousands of lives through its diverse programs. The CSR initiatives of MPG revolve
around the theme HEEL, covering Health, Education, Environment and Livelihood.
MPG has established a business without boundaries, where challenges are considered
stepping stones to progress. The Muthoot Pappachan Group strives to take the world
forward and with perseverance, commitment and sincerity, the possibilities are
infinite.
4.2.1 MUTHOOT BLUE CORE VALUES
Our core values to always to protect and enhance trust, are integrity, collaboration and
excellence (ICE). These are the foundational pillars, on which the Muthoot blue
culture code is being developed. Trust is the overarching core value, on which our
other values are being built. We strongly believe that truly collaborative effort of all
stakeholders, evaluating each word, actions and decisions on the altar of integrity,

internally and externally with maddening pursuit of nothing but excellence, will earn
us individually and as an organization.
The trust of our customers, colleagues, team and promoters in fact all stakeholders
and the society are large.
4.2.2 MUTHOOT BLUE CULTURE CODE
❖ Honesty
❖ Humility
❖ Empathy
❖ Empowerment
❖ Agility
❖ Ownership
❖ Fresh Thinking And Continuous Renewal
❖ Work Life Balance
4.3 FUNCTIONS OF HUMAN RESOURCE DEPARTMENT
Human resources department is a critical component of employee well-being in any

business, no matter how small. HR responsibilities include payroll, benefits, hiring,
firing, and keeping up to date with state and federal tax laws. Any mix-up concerning
these issues can cause major legal problems for your business, as well as major
employee dissatisfaction. But small businesses often don't have the staff or the budget
to properly handle the nitty-gritty details of HR. Because of this, more and more small
businesses are beginning to outsource their HR needs. HR outsourcing services
generally fall into four categories: PEOs, BPOs, ASPs or e-services. The terms are
used loosely, so a big tip is to know exactly what the outsourcing firm you’re
investigating offers, especially when it comes to employee liability.
4.3.1 KEY STRATEGIC INITIATIVES
The Company has been continuously investing in developing advanced learning

solutions for preparing its employees for the future as well as to equip them with
necessary skills to cater to the ever-increasing needs of its customers. Organizational
Development (OD) understands that it has a key role to play in keeping the
employee’s aspirations and organizational goals aligned. OD works on the principle

that better knowledge helps employees to serve customers better. OD has the goal of
providing minimum of 3 trainings to every employee - of this 2 must be refresher
technical trainings and 1 must be on behavioral aspects.
❖ Induction Program
Gurukul – Induction training is provided to all new joiners to acquaint them with the
Group, its activities and the products we offer to our customers along with
understanding on processes, regulatory aspects including training on handling
customers etc. We could provide Gurukul training for 4793 new joiners in 2.3lakhs
man-hours, covering all the new joiners both at the Branch and the corporate offices.
❖ E-learning Module –Learning Management System
A compulsory online learning module for all employees at all grade levels up to
Regional Manager has been developed in-house by our IT team concentrating on
Products, Processes, General - Regulatory / Statutory norms and behavioral areas.
❖ Refresher Training
We have conducted 2 refresher trainings for entire Branch staff, the first one on Third
Party products, Group Company products and Operational Excellence covering 10720
staff in 85760 man-hours and the second one on New Gold Loan products, SME and
Online Modules covering 11587employees in 92696 man-hours.
❖ Specialized Training
Specialized training is imparted to employees joining specific functions/roles or

department. Specialized training for Gold Inspectors for 3 days has been given and 80
Gold Inspectors were certified. Also, all the20 trainers were given online training
through Eduquest on soft’s skills and behavioral aspects.
❖ Workshops
We have provided soft skills workshop conducted by reputable external Trainers

called Prerna for all of MFL from VP to CSE covering over 14000 employees.

❖ Leadership Development Program (LDP) for Senior Management
A major initiative launched for senior management team of MFL during the year of
report was the yearlong LDP to develop a high-performance work culture for our
organization.
❖ Shubarambh and Daily Materials
Every day morning for the purpose of learning and updating themselves, a daily
material is given to the branch-based employees in LMS, which is read and discussed
by them while conducting Shubarambh in the branches. Based on the daily materials
of previous month, every month a test is conducted for the entire branch staff.
4.3.2 Employee Development, Updation and Engagement
❖ Mind to Minds
Mind to Minds is a Lecture Series featuring distinguished personalities from the worlds of
civil society, academia, business, arts, politics, literature, science, cinema etc for sharing their
thoughts and ideas to enrich all our employees in MFL with knowledge in a wide range of
fields. During 2016-’17 we had organized 8 Mind to Minds sessions by eminent personalities.
❖ Muthoot Live
Muthoot Live is a Bi-monthly newsletter aiming to keep every Muthootian up to date

with the latest news, views and events at Muthoot Fincorp, while also providing them
with a platform to express them. From the title, Muthoot Live, to its content, it is the
platform to engage across functions, departments, ideas, innovations and constructive
feedback.
❖ 555
The 555-ideation program is designed to encourage employees to think differently

and to promote innovation within the organization
The month of December is celebrated as Founder’s Month, as the Birthday of the

Founder Late Muthoot Pappachan, falls on December 29th. He was a great Visionary

whose creativity, innovative thoughts and entrepreneurial spirit Form the bedrock for
MPG. And hence we are celebrating the month of December as Ideation Month and
top 5 ideas received from staff are rewarded.
❖ Blue Waves
Blue waves are conceived in commemoration of our founder initiated as a celebration
with arts competitions for corporate office and other staff including all the group
companies.
4.4 SCOPE OF HUMAN RESOURCE MANAGEMENT IN MFL
❖ HRM in Personnel Management:
This is typically direct manpower management that involves manpower planning,

hiring (recruitment and selection), training and development, induction and
orientation, transfer, promotion, compensation, layoff and retrenchment, employee
productivity. The overall objective here is to ascertain individual growth,
development and effectiveness which indirectly contribute to organizational
development.
❖ HRM in Employee Welfare:
This particular aspect of HRM deals with working conditions and amenities at
workplace. This includes a wide array of responsibilities and services such as safety
services, health services, welfare funds, social security and medical services. It also
covers appointment of safety officers, making the environment worth working,
eliminating workplace hazards, support by top management, job safety, safeguarding
machinery, cleanliness, proper ventilation and lighting, sanitation, medical care,
sickness benefits, employment injury benefits, personal injury benefits, maternity
benefits, unemployment benefits and family benefits.
❖ HRM in Industrial Relations:
Since it is a highly sensitive area, it needs careful interactions with labor or employee
unions, addressing their grievances and settling the disputes effectively in order to
maintain peace and harmony in the organization. It is the art and science of
understanding the employment (union-management) relations, joint consultation,
disciplinary procedures, solving problems with mutual efforts, understanding human
behavior and maintaining work relations, collective bargaining and settlement of
disputes.
❖ HRM in Demand Forecast:
Next step is to match the current supply with the future demand of HR and create a
demand forecast. Here, it is also essential to understand the business strategy and
objectives in the long run so that the workforce demand forecast is such that it is
aligned to the organizational goals.

CHAPTER V
5.1 DATA ANALYSIS AND DISCUSSION
PERCENTAGE ANALYSIS
After converting the quantity into percentages diagrams; they can be shown in the
form of bar diagrams or pie diagrams it offers a meaningful comparative analysis and
diagnosis. After the analysis results are interpreted.
Percentage = Number of respondents / Total number of respondents
1. AGE OF RESPONDENTS
TABLE 5.1 showing age of respondents
Responses No Of Respondents Percentage (%)
Below 25 Years 64 64
25-30 Years 25 25
31-40 Years 6 6
40 Years And Above 5 5
Total 100 100
INTERPRETATION
From the data, majority of the respondents are of the age group below 25 years which
constitutes 64% of the total data, 25% of the respondents are of the age group 25-30,
6% of the respondents are of the age group 31-40, and for the age group more than 40
years above are 5%.
FIG 5.1 showing age of respondents

2. GENDER OF RESPONDENTS
TABLE 5.2
Gender Respondents Percentage (%)
Male 50 50
Female 50 50
Prefer Not To Say 0 0
Total 100 100
INTERPRETATION
From the data, male and female respondents are equal which constitutes 50% of the
total data.
FIG 5.2 showing gender of the respondents

3. How long have you been working with the organization?
TABLE 5.3
Below 2 Years 58 58
2-6 Years 31 31
7-10 Years 8 8
11-14 Years 2 2
Above 14 Years 1 1
Total 100 100
INTERPRETATION
From the data majority of the respondents are experienced below 2 years of around
58% and 31% respondents are belongs to the category of experience having 2 to 6
years. There are only few respondents for more than 7 years.
FIG 5.3 showing experience of the respondents

4. Are you happy and satisfied with organization policies?
TABLE 5.4
Responses No. of Respondents Percentage (%)

Yes 96 96
No 4 4
Total 100 100
INTERPRETATION
On the basis of the responses, majority of people around 96% responded to the
statement that they are satisfied with the organization policies. Only 4% of them are
dissatisfied.
FIG 5.4 showing respondents’ satisfaction with organization policies

5. Time Management is an important skill and knowledge especially in

organizing complicated social structures?
TABLE 5.5
Strongly Agree 25 25
Agree 74 74
Neutral 0 0
Disagree 1 1
Strongly Disagree 0 0
Total 100 100
INTERPRETATION
From the table of responses 74% of respondents agree to the statement that Time
management is an important skill in organizing the social structures. While 25% had
responded strongly agree to the statement.
FIG 5.5 showing response on time management is an important skill and

knowledge

6. You can complete task in Time bound?
TABLE 5.6
Yes 95 95
No 4 4
Maybe 1 1
Total 100 100
INTERPRETATION
According to the responses collected 95% of people are strongly agreeing that they
can complete the tasks in time. While only 4% of people not agreeing that they can
complete the tasks on time.
FIG 5.6 showing completing task in bound

7. You prioritize your list of tasks in order of Importance, not urgency?
TABLE 5.7
Agree 70 70
Neutral 0 0
Disagree 12 12
Total 100 100
INTERPRETATION
From the collected data 70% are agree to the statement that time bound completion of
tasks are important than urgency. Around 18% respondents strongly agree to the
statement and 12% disagree to the statement.
FIG 5.7 showing prioritizing list of tasks in order of importance

8. Do you feel valued for your contributions?
TABLE 5.8

Yes 95 95
No 5 5
Total 100 100
INTERPRETATION
From the data collected 95% of people strongly agreed that they are feeling valued for
their contributions and only 5% are said ‘No’ to the question.
FIG 5.8 shows feeling valued for contributions

9. You enjoy working long hours?
TABLE 5.9
Responses No. Of Respondents Percentage (%)
Strongly Agree 8 8
Agree 50 50
Neutral 19 19
Disagree 14 14
Total 100 100
INTERPRETATION
From the collected data 50% of respondents agree to the statement that they enjoying
long working hours, where 8% of respondents strongly agreed, and 9% strongly
disagreed and 14% of respondents disagreed to the statement.19% of total respondents
opted neutral.
FIG 5.9 showing working long hours

10. Do your superiors communicate company news effectively and in a timely

manner?
TABLE 5.10
Yes 95 95
No 5 5
Total 100 100
INTERPRETATION
From the collected data 95% of respondents agree to the statement that their superiors
communicate news effectively and in a timely manner, where 5% of respondents said
‘NO’ to the statement.
FIG 5.10 showing superiors’ effective communication among employees

11. Is Time Management and Priority Management important in our work life?
TABLE 5.11
Agree 77 77
Neutral 12 12
Disagree 0 0
Total 100 100
INTERPRETATION
From the collected data 77% of respondents agree to the statement that Time
Management and Priority Management important in our work life, where 11% of
respondents strongly agreed and no respondents disagreed to the statement.
FIG 5.11

12. Do you feel that time allotted for a task is sufficient to complete?
TABLE 5.12
Strongly Agree 7 7
Agree 67 67
Neutral 17 17
Disagree 9 9
Total 100 100
INTERPRETATION
From the collected data 67% of respondents agree to the statement that Time
Management and Priority Management important in our work life, where 7% of
respondents strongly agreed and 9% disagreed to the statement.17% of the total
respondents opted neutral.
FIG 5.12 showing time allotted for task is sufficient to complete

13. Do you agree that a change in work schedule can improve your overall job
satisfaction?
TABLE 5.13
Agree 68 68
Neutral 7 7
Disagree 12 12
Total 100 100
INTERPRETATION
From the collected data 68% of respondents agree to the statement that change in
work schedule can improve your overall job satisfaction, where 12% of respondents
strongly agreed. While 1% strongly disagreed to the statement, 12% disagreed to the
statement.
FIG 5.13 showing if change in work schedule can improve overall job satisfaction

14. Do you think that a clear understanding of your given task impacts the time
management?
TABLE 5.14
Yes 96 96
No 4 4
Total 100 100
INTERPRETATION
From the collected data 96% of total respondents agree to the statement that clear
understanding of your task impacts the time management., where only 4% of
respondents said ‘NO’ to the statement.
FIG 5.14 showing clear understanding of tasks impacts the time management

15. Do you think that works from home is more efficient to be time bound?
TABLE 5.15
Strongly Agree 7 7
Agree 50 50
Neutral 31 31
Disagree 10 10
Total 100 100
INTERPRETATION
From the collected data 50% of respondents agree to the statement that works from
home is more efficient to be time bound. Where 7% of respondents strongly agreed,
10% disagreed to the statement and 2% strongly disagreed to the statement.
FIG 5.15 showing work from home is efficient to be time bound

16. Do you feel like your job utilizes your skills and abilities as much as it
could?
TABLE 5.16
Yes 89 89
No 11 11
Total 100 100
INTERPRETATION
From the collected data 89% of respondents agree to the statement that their skills and
abilities are utilized effectively as much as it could, where 11% of respondents said
‘NO’ to the statement.
FIG 5.16 showing job utilizes skills and abilities maximum

17. Is work distribution among peers suitable for reducing back log?
TABLE 5.18

Strongly Agree 8 8
Agree 77 77
Neutral 12 12
Disagree 3 3
Total 100 100
INTERPRETATION
From the collected data 77% of respondents agree to the statement that work
distribution among peers suitable for reduce back log, 8% of respondents strongly
agreed. While 3% disagreed to the statement, no respondents strongly disagreed to the
statement.
FIG 5.17 showing work distribution among peers helps in reducing back logs

18. Is that emotional stability is a forwarding factor in Time Management?
TABLE 5.18
Strongly Agree 4 4
Agree 80 80
Neutral 14 14
Disagree 2 2
Total 100 100
INTERPRETATION
From the collected data 64% of respondents agree to the statement that emotional
stability is a forwarding factor in Time Management, 12% of respondents strongly
agreed. While 6% strongly disagreed to the statement, and 18% disagreed to the
statement.
FIG 5.18 showing emotional stability is a forwarding factor in time management

19. Does management seem invested in the success of the team?
TABLE 5.19
Strongly Agreed 8 8
Agreed 68 68
Neutral 23 23
Disagree 1 1
Total 100 100
INTERPRETATION
From the collected data 68% of respondents agree to the statement that management
invests in the success of the team, 23% respondents are neutral and 8% are strongly
agreed. No respondents disagreed to the statement.
FIG 5.19 showing managements’ investment in the success of the team

20. Your company offer adequate opportunities for promotions and career
development?
TABLE 5.20
Strongly Agree 4 4
Agree 44 44
Neutral 35 35
Disagree 6 6
Total 100 100
INTERPRETATION
From the collected data 44% of respondents agree to the statement that their company
offer adequate opportunities for promotions and career development. 35% of
respondents are neutral and only 11% are strongly agreed to the statement.
FIG 5.20 showing company offers adequate opportunities for promotion and
career development

21. Do you feel recognized for your hard work and success at work?
TABLE 5.21
Strongly Agree 7 7
Agree 50 50
Neutral 34 34
Disagree 6 6
Total 100 100
INTERPRETATION
From the collected data 50% of respondents agree to the statement that they are
feeling recognized for their hard work and success at work.34% of respondents are
neutral and 7% strongly disagreed to the statement.
FIG 5.21 showing respondents’ feelings on recognition for their hard work and
success at work

22. You have developed effective strategies to help deal with pressure to take
task on time.
TABLE 5.22
Strongly Agree 8 8
Agree 72 72
Neutral 13 13
Disagree 1 1
Total 100 100
INTERPRETATION
From the collected data 72% of respondents agree to the statement that they have
developed effective strategies to help deal with pressure to take task on time,6% of
respondents strongly agreed,13% are neutral and only 1% disagreed to the statement.
FIG 5.22 showing developing effective strategies to deal with pressures at work

23. You feel aligned with the broader company goals.
TABLE 5.23
Strongly Agree 9 9
Agreed 67 67
Neutral 22 22
Disagree 2 2
Total 100 100
INTERPRETATION
From the collected data 67% of respondents agree to the statement that they feel
aligned with the broader company goals.9% are strongly agreed where 22% are
neutral to the statement.
FIG 5.23 shows feeling aligned with company broader goals

24. You organize your work to meet deadlines in good time.
TABLE 5.24
Responses No Of Respondents Percentage(%)
Strongly Agree 9 9
Agree 81 81
Neutral 5 5
Disagree 1 1
Total 100 100
INTERPRETATION
From the collected data, 81% of respondents agreed to the statement that they organize
their work to meet deadlines in good time, where 9% strongly agreed, 5% are neutral,4%
strongly disagreed ,and 1% of total respondents disagreed.
FIG 5.25 shows organizing work to meet deadlines in good time

25. Would you recommend the organization as a good place to work for your
friends and acquaintances?
Table 5.25
Responses No Of Respondents Percentage(%)
Yes 79 79
No 3 3
Maybe 18 18
Total 100 100
INTERPRETATION
From the collected data, 79% respondents said ‘YES’ to the question that they
recommend the organization as a good place to work for their friends and
acquaintances.18% respondents said maybe and only 1% said ‘NO’ to the question.
FIG 5.25 showing recommending the organization to peers and acquaintances

26. How would you rate your career growth here?
TABLE 5.26
0 0 0
1 0 0
2 0 0
3 5 5
4 70 70
5 25 25
Total 100 100
INTERPRETATION
From the collected data, 70% of total respondents rated their career growth as 4 out
of 5 while 25% rated 5. Only 5% rated their career growth as 3 out of 5 and no
respondents rated below 3.
FIG 5.26 showing rating for the respondents’ career growth
Career Growth
80
70
60
50
40
No of Respondents
30
20
10
0
Rating 0 Rating 1 Rating 2 Rating 3 Rating 4 Rating 5

27. On a scale of 0-5, how would you rate your work-life balance?
TABLE 5.27
0 0 0
1 0 0
2 0 0
3 27 27
4 29 29
5 44 44
Total 100 100
INTERPRETATION
From the collected data, 44% of total respondents rated their work life balance as 5
out of 5 while 29% rated as 4 out of 5. 27% respondents rated 3 out of 5 and no
respondents rated below.
FIG 5.27 showing rating for the respondents’ work life balance
Work-Life Balance
50
45
40
35
30
25
20 No of Respondents
15
10
5
0
Rating 0 Rating 1 Rating 2 Rating 3 Rating 4 Rating 5

CHAPTER VI
6.1 FINDINGS
• Time bound completion of task enhances the employees’ job satisfaction.

• Time management has a greater role in achieving employee’s productivity
among NBFC’s and absence of it will negatively affect.
• The respondents of the study belong to different categories, that means there
are employee with different ages in the company.64% respondents are of
below 25 years age group.
• Both male and female respondents are equal
• 96% of the total respondents are satisfied with the organization policies
• 74% of the total respondents believe that time management is an important
skill and knowledge especially in organizing complicated social structures.
• 95% of employees agreed to complete task in time boundly.
• 70% of the employees prioritize list of tasks in order of importance, not
urgency.
• 95% of the respondents agreed to feeling valued for their contributions.
• 50% of the respondents agreed on working long hours.
• 95% of the respondents agreed that their superiors communicate company
news effectively among employees.
• 77% of the respondents agreed on the statement that time management and
priority management are equally important.
• 67% of the respondents agreed on they are getting sufficient time for doing
their tasks.
• 68% respondents agreed on change in work schedule can make an
improvement in overall job satisfaction.
• 96% of respondents think that a clear understanding of given task impact the
time management.
• 50% people among total respondents agreed on work from home is more
efficient to be time bound.
• 89% of respondents agreed that job utilizing their skill maximum.
• 77% of the respondents agreed on work distribution among peers reduce the
back log.

• 80% of the respondents agreed on emotional stability is a forwarding factor in

time management.
• 68% of the respondents agreed that their company seem invested in the
success of team.
• 44% of the employees agreed that their company offers adequate promotion
and career development.
• 50% of the respondents agreed on feeling recognized for their hard work and
success at work.
• 72% of the respondents agreed on developing effective strategies to help deal
with pressure to take task on time.
• 67% of the respondents agreed on feeling aligned with broader company
goals.
• 81% of the respondents agreed on organizing work to meet deadlines on time.
• 79% of the respondents agreed on recommending their organization to peers
and acquaintances.
• 70% of the respondents gave 4 out of 5 rating for career growth.
• 44% of the respondents gave 5 out of 5 rating on work-life balance.

6.2 CONCLUSION
In conclusion, time management is a very important skill to be learned and to be

mastered in order to have a better lifestyle. By managing well time, you will no longer
suffer from stress and your works/tasks will be done on time and with great quality.
The main purpose of learning and practicing time management skills is to enhance
and improve the overall quality of your life. It is to increase the amount of pleasure
and happiness you experience. In conclusion, effective time management is what
makes success possible. The real value of time management is that it enhances our
lives in all dimensions, (Webber, 1972). What we gain from time management is not
more time but a better life. When you learn to use effectively the time that is given to
you, you can have more time with your family, avoid getting stressed out, improve
your personal level of productivity and be more successful in achieving your goals.
Job satisfaction is an important an employee with high level of job satisfaction may
perform well and put in more effort in his/her job. However, the employees with low
level of job satisfaction may bring a lot of effect to the organization. For example, the
employees may have negative attitude, betray their organization and increase
complaint and absenteeism.
These negative effects may cause the company lose image and reduce their
performance and productivity. Aspect that helps organization improves their overall
performance and productivity. Based on the collected data and findings, this study
concludes that there is no significant relationship between experience and time
management with understanding of task in the organization.and there exists a high
degree of positive correlation between time bound completion of task with job
satisfaction.

6.3 SUGGESTIONS
• To reduce stress related time management.

• Prescheduled the work according to the importance.
• Distinguish among the peers.
• Make effective communication network among top managements to down and
back.
• Share the work related problems to the superiors or the group leaders.
• Make a cohesive working climate.
• Prioritize daily, weekly and monthly tasks.
• Prepare to do lists; one of the best things you can do to manage your time
more wisely is by using as many time management tool as necessary to
support your position.
• The effects of trying to complete more than one assignment at a time can have
staggering negative implications for both you and the people around you.
Remove distractions, because the world is full red herrings ready to steal your
attention away from work and your other responsibilities.

BIBLIOGRAPHY
BOOKS
• Aswathappa, K, Human Resource Management, New Delhi, Tata McGraw Hill,

2014, Pp. 393.B.D. Singh (2012):Job Satisfaction– Management, Excel Books,
New Delhi.
• Cranny, C. J., P. C. Smith, and E. F. Stone. Job Satisfaction: How People Feel
About Their Jobs and How It Affects Their Performance. New York: Maxwell
Macmillan International, 1992.
• Hoppock, R. Job Satisfaction. New York and London: Harper, 1935.
• Spector, P. E. Job Satisfaction: Application, Assessment, Causes, and
Consequences. Thousand Oaks, CA: SAGE, 1997.
• Adams, G. A., & Jex, S. M. (1997). Confirmatory factor analysis of the time
management behaviour scale. Psychological Reports, 80, 225-226.
• Hellsten, L. M. (2012). What do we know about time management? A review of
the literature and a psychometric critique of instruments assessing time
management. In T. Stoilov (Ed.), Time Management (pp. 3-28). Croatia: InTech.
• Macan, T. H. (1994). Time management: Test of a process model. Journal of
Applied Psychology, 79(3), 381-391.
ARTICLES AND JOURNALS
• Avinash Pawar and Charak, KS (2014): A Study and Review of Employee Value
Proposition: A Tool of Human Resource Management. Review of Research. Vol.
3. No. 6. March 2014.
WEBSITES:
• Employee satisfaction and organisational performance: A summary of key

findings from applied psychology. Retrieved February 15, 2015,
from http://www.Teammax.net/files/LiteratureReview.pdf [Google Scholar]
• The importance of HR practices and workplace trust in achieving superior

performance: A study of public-sector organizations. The International Journal of
University Institute Of Management, Kollam

Human Resource Management, 14, 28–54.10.1080/09585190210158501 [Taylor

& Francis Online], [Web of Science ®], [Google Scholar]
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[online]Lifehack.org.Availableat:<http://www.lifehack.org/articles/productivity/1
0-things-successful-people-maximize-their-time.html> [Accessed December 4
2020].
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Available at: <http://www.kent.ac.uk/careers/sk/time.htm> [Accessed December 4
2020].

APPENDIX
QUESTIONNAIRE
A STUDY ON IMPACT OF TIME MANAGEMENT ON

EMPLOYEES JOB SATISFACTION IN MUTHOOT FINCORP
Sir/Madam,
This survey is conducted for collecting information to enable the Study On Impact
Of Time Management On Employees’ Job Satisfaction In Muthoot Fincorp Ltd.
Please be kind to answer the following questions genuinely. I assure that none of
the information will be used unfairly. This data is used only for educational
purpose.
Name:
1. Age
1. Below 25 Years
2. 25-30 years
3. 31-40 years
4. 40 Years and above
2. Gender
1. Male
2. Female
3. Prefer not to say
3. How long have u been working with the organization?
a) Below 2 years
b) 2-6 years
c) 7-10 years
d) 11-14 years
e) Above 14 years

4. Are you happy and satisfied with organization policies?
a) Yes
b) No
5. Time Management is an important skill and knowledge especially in organizing

complicated social structures.
a) Strongly agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree.
6. You can complete task in time bound?
a) Yes
b) No
7. You Prioritize your list of tasks in order of Importance, not urgency.
a) Strongly agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree
8. Do you feel valued for your contributions?
a) Yes
b) No

9. You enjoy working long hours.
a) Strongly agree
b) Agree
c) Neutral
d) Disagree
10. Do your superiors communicate company news effectively and in a timely

manner?
a) Yes
b) No
11. Is Time Management and Priority Management important in our work life?
a) Strongly agree
b) Agree
c) Neutral
d) Disagree
12. Do you feel that the time allotted for a task is sufficient to complete?
a) Strongly agree
b) Agree
c) Neutral
d) Disagree
13. Do you agree that a change in work schedule can improve your overall job
satisfaction?
a) Strongly agree
b) Agree

c) Neutral
d) Disagree
14. Do you think that a clear understanding of your given task impacts the time
management?
a) Yes
b) No
15. Do you think work from home is more efficient to be time bound?
a) Strongly agree
b) Agree
c) Neutral
d) Disagree
16. Do you feel like your job utilizes your skills and abilities as much as it could?
a) Yes
b) No
17. Is work distribution among peers suitable for reduce back log?
a) Strongly agree
b) Agree
c) Neutral
d) Disagree
18. Is emotional stability is a forwarding factor in Time Management?
a) Strongly agree
b) Agree
c) Neutral

d) Disagree
19. Does management seem invested in the success of the team?
a) Strongly agree
b) Agree
c) Neutral
d) Disagree
20. Your company offer adequate opportunities for promotions and career
development?
a) Strongly agree
b) Agree
c) Neutral
d) Disagree
21. You feel recognized for your hard work and successes at work.
a) Strongly agree
b) Agree
c) Neutral
d) Disagree
22. You have developed effective strategies to help deal with pressure to take task on
time.
a) Strongly agree
b) Agree
c) Neutral
d) Disagree
23. You feel aligned with the broader company goals.
a) Strongly agree
b) Agree
c) Neutral
d) Disagree
24. You organize your work to meet deadlines in good time.
a) Strongly agree
b) Agree
c) Neutral
d) Disagree
25. Would you recommend the organization as a good place to work for your friends
and acquaintances?
a) Yes
b) No
c) Maybe
26. How would you rate your career growth here?
a) 0
b) 1
c) 2
d) 3

e) 4
f) 5
27. On a scale of 0-5, how would you rate your work-life balance?
a) 0
b) 1
c) 2
d) 3
e) 4
f) 5
**********************

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A STUDY ON IMPACT OF TIME MANAGEMENT ON

EMPLOYEES’ JOB SATISFACTION IN MUTHOOT FINCORP

A project report submitted in partial fulfillment of requirement for the

MASTER OF BUSINESS ADMINISTRATION OF

UNIVERSITY INSTITUTE OF MANAGEMENT

I declare that the project report entitled “A STUDY ON IMPACT OF TIME

Principal Mob: 9447556661

This is to certify that the project report entitled “IMPACT OF TIME

Mrs. Ninu Ashraff Dr. S. Satheesh Kumar

I take immense privilege and honour to my principal Dr. S. Satheesh Kumar

On this occasion I Sincerely express my deep gratitude to Mrs. Ninu Ashraff,

Thank you all. ANAKHA V R

CHAPTER DESCRIPTION PAGE NO.

TABLE NO NAME OF TABLE PAGE NO.

Table 5.1 Data regarding Respondents’ Age. 48

Table 5.2 Data regarding respondents’ gender. 49

Table 5.3 Responses related to experience of employment. 50

Respondents’ data regarding amount of

Respondent’s data on time management is

The amount of respondents on time bound

Responses of employees prioritizing task in

The amount of respondents who responded on

The amount of respondents who responded on

The amount of respondents who responded on

The amount of respondents who responded that

The amount of respondents who responded that

The amount of respondents who responded that

The amount of respondents who responded that

The amount of respondents who responded that

The amount of respondents who responded that

The amount of respondents who responded that

The amount of respondents who responded that

The amount of respondents who responded that

The amount of respondents who responded

The amount of respondents who responded on

The amount of respondents who responded on

The amount of respondents who responded on

The amount of respondents who responded on

The amount of respondents who responded on

FIGURE NO NAME OF FIGURE PAGE NO.

Fig 3.1 Pickle Jar Theory 27

Fig 3.2 Pareto’s Principle 28

Fig 3.6 ABC Method 33

Fig 4.2 Muthoot Fincorp Ltd 41

Fig 5.1 Percentage Analysis of respondents’ age 48

Fig 5.2 Percentage analysis of respondents’ gender 49

Percentage analysis of respondents’ experience

Percentage analysis of respondent’s amount of

Percentage analysis of respondents on time

Percentage analysis of respondents time bound

Percentage analysis of respondents who

Percentage analysis of respondents who 55

Percentage analysis of respondents who

Percentage analysis of responded to time

Percentage analysis of respondents who

Percentage analysis of respondents who

Percentage analysis of respondents who

Percentage analysis of respondents who

Percentage analysis of respondents who

Percentage analysis of respondents who

Percentage analysis of respondents who

Percentage analysis of respondents who

Percentage analysis of respondents who