Abstract
Previous research has provided strong evidence for a pronounced role of time perspective (TP) in various areas of human functioning, including cognitive processes, mental and physical health, environmental behaviors, and relationship quality. The aim of the present study was to investigate the role of individual differences in TP in work-related attitudes and behaviors. In a sample of 200 office workers, we administered a set of questionnaires measuring TPs, job satisfaction, work engagement, Organizational Citizenship Behavior (OCB) and Counterproductive Work Behavior (CWB). Additionally, we controlled for the Big Five personality traits which may be related to the work-related outcomes of interest. Analyses of the data revealed that Future-Positive TP predicted more desired work-related outcomes, i.e., higher job satisfaction, work engagement, and OCB, and lower CWB. An opposite pattern of associations was observed for Present-Fatalistic, Deviation from Balanced Time Perspective, and (partially) for Future-Negative TPs. The vast majority of these effects were still significant after controlling for personality traits. Using path modelling we also demonstrated that the effects of TPs on work behaviors (OCB and CWB) are mostly mediated by job satisfaction and engagement. The present results suggest that TP theory may prove to be a useful tool in organizational psychology for understanding individual differences in work behaviors.
Highlights
The behaviors of individual employees remain a crucial determinant of success of organizations (e.g., Robbins and Judge 1993)
Job satisfaction and work engagement were associated with both Organizational Citizenship Behavior (OCB) and Counterproductive Work Behavior (CWB)
Supporting H2, the Deviation from the Balanced Time Perspective index (DBTP) coefficient proved to be significantly associated with higher work engagement, job satisfaction, OCB, and with lower CWB
Summary
The behaviors of individual employees remain a crucial determinant of success of organizations (e.g., Robbins and Judge 1993). CWBs are intended to have a detrimental effect on organizations and their members. They include overt acts such as aggression and theft and more passive acts, such as purposely failing to follow instructions or doing work incorrectly (Fox et al 2001). Consequences of both OCBs and CWBs may be profound (e.g., Murphy 1993; Podsakoff et al 2009): identifying their determinants is of high importance
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