Personal control as a moderator of relationships between time management practices and job performance

A topic of ongoing concern to sales management and sales management researchers entails how organizations can influence performance of their salespeople. One behavior that sales organizations have advocated for decades to improve performance of their salespeople is time management. Even though, the belief that salespeople who manage their time well are better performers, available empirical evidence lends doubt as to whether this belief carries through to practice (Macan 1994). This study attempted to clarify some of these issues by empirically investigating the influence of four established time management practices on job performance beliefs of salespeople.