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The Impact of Time Management on Students' Academic Achievement

S N A M Razali 1 , M S Rusiman 1 , W S Gan 1 and N Arbin 2

Published under licence by IOP Publishing Ltd Journal of Physics: Conference Series , Volume 995 , International Seminar on Mathematics and Physics in Sciences and Technology 2017 (ISMAP 2017) 28–29 October 2017, Hotel Katerina, Malaysia Citation S N A M Razali et al 2018 J. Phys.: Conf. Ser. 995 012042 DOI 10.1088/1742-6596/995/1/012042

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1 Department of Mathematics and Statistic, Faculty of Applied Science and Technology University Tun Hussein Onn Malaysia, Batu Pahat, Johor, Malaysia.

2 Department of Mathematic, Faculty of Science and Mathematics, Universiti Pendidikan Sultan Idris, 35900 Perak, Malaysia.

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Time management is very important and it may actually affect individual's overall performance and achievements. Students nowadays always commented that they do not have enough time to complete all the tasks assigned to them. In addition, a university environment's flexibility and freedom can derail students who have not mastered time management skills. Therefore, the aim of this study is to determine the relationship between the time management and academic achievement of the students. The factor analysis result showed three main factors associated with time management which can be classified as time planning, time attitudes and time wasting. The result also indicated that gender and races of students show no significant differences in time management behaviours. While year of study and faculty of students reveal the significant differences in the time management behaviours. Meanwhile, all the time management behaviours are significantly positively related to academic achievement of students although the relationship is weak. Time planning is the most significant correlated predictor.

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Study Protocol

Effects of time management interventions on mental health and wellbeing factors: A protocol for a systematic review

Roles Conceptualization, Data curation, Formal analysis, Investigation, Methodology, Project administration, Writing – original draft, Writing – review & editing

* E-mail: [email protected]

Affiliation School of Applied Psychology, University College Cork, Cork, Ireland

Contributed equally to this work with: Aoife Bourke, Sarah Foley, Zelda Di Blasi

Roles Conceptualization, Formal analysis, Methodology, Writing – original draft

Roles Conceptualization, Methodology, Supervision, Writing – review & editing

• Anna Navin Young, 
• Aoife Bourke, 
• Sarah Foley, 
• Zelda Di Blasi

• Published: March 11, 2024
• https://doi.org/10.1371/journal.pone.0288887
• Peer Review
• Reader Comments

Poor employee mental health and wellbeing are highly prevalent and costly. Time-related factors such as work intensification and perceptions of time poverty or pressure pose risks to employee health and wellbeing. While reviews suggest that there are positive associations between time management behavior and wellbeing, there is limited rigorous and systematic research examining the effectiveness of time management interventions on wellbeing in the workplace. A thorough review is needed to synthesize time management interventions and their effectiveness to promote employee mental health and wellbeing.

A systematic search will be conducted using the following databases: PsychINFO via OVID (1806-Present), Web of Science, Scopus via Elsevier (1976-Present), Academic Search Complete (EBSCO), Cochrane Library via Wiley (1992-Present), and MEDLINE via OVID (1946-Present). The review will include experimental and quasi-experimental studies that evaluate the effects of time management interventions on wellbeing outcomes on healthy adults in a workplace context. Only studies in English will be included. Two authors will independently perform the literature search, record screening, data extraction, and quality assessment of each study included in the systematic review and meta-analysis. Data will be critically appraised using the Cochrane risk-of-bias tools. Depending on the data, a meta-analysis or a narrative synthesis will be conducted. The Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) guidelines were followed in the development of this protocol. The protocol has been registered in PROSPERO (CRD4202125715).

This review will provide systematic evidence on the effects of time management interventions on wellbeing outcomes in the workplace. It will contribute to our understanding of how time management approaches may help to address growing concerns for employee mental health and wellbeing.

Citation: Young AN, Bourke A, Foley S, Di Blasi Z (2024) Effects of time management interventions on mental health and wellbeing factors: A protocol for a systematic review. PLoS ONE 19(3): e0288887. https://doi.org/10.1371/journal.pone.0288887

Editor: Collins Atta Poku, Kwame Nkrumah University of Science and Technology, GHANA

Received: October 13, 2023; Accepted: February 23, 2024; Published: March 11, 2024

Copyright: © 2024 Young et al. This is an open access article distributed under the terms of the Creative Commons Attribution License , which permits unrestricted use, distribution, and reproduction in any medium, provided the original author and source are credited.

Data Availability: No datasets were generated or analysed during the current study. All relevant data from this study will be made available upon study completion.

Funding: The authors received no specific funding for this work.

Competing interests: The authors have declared that no competing interests exist.

Introduction

Each year, the consequences of poor employee mental health and wellbeing cost the global economy an estimated $1 trillion [ 1 ]. In 2022, the U.S. Surgeon General raised the issue of workplace wellbeing to national prominence [ 2 ]. Time is a critical factor to consider in understanding the current mental health and wellbeing challenges observed in the workplace. In the European Union’s 2022 Occupational Safety and Health survey, nearly half of respondents reported that severe time pressure and work overload contributed to increased work stress [ 3 ]. Research over the last few decades indicates that work intensification, referring to both the increased pace and increased amount of work, impairs employee wellbeing, health, and motivation [ 4 – 6 ].

Additionally, research on time poverty, or the perception of not having enough time, finds this temporal perception is detrimental to self-assessed mental health and health, emotional wellbeing, work-family conflict, physical activity, life satisfaction, perceived work performance, concentration at work, and turnover intentions [ 7 – 13 ]. Time poverty can also increase stress and stress-related symptoms including headaches, sleep disturbances, and musculoskeletal pains [ 9 , 11 , 14 ].

Time management interventions

Time management interventions are the most common time-focused interventions implemented in the workplace and may support employee mental health and wellbeing by addressing experiences and impacts of time poverty and work intensification. Definitions of time management vary across the literature, often including components related to goal and priority setting, planning, structuring, organizing, and evaluation [ 15 – 19 ]. Time management interventions consequently vary depending on which definition of time management has been adopted [ 15 , 16 ].

There is currently some evidence to suggest that time management interventions can improve wellbeing, however there are limitations with this research [ 15 – 17 ]. For example, a non-systematic review identified 35 time management studies using self-report questionnaires, diaries, and experiments published between 1954 and 2005 [ 15 ]. The authors reported that time management was positively related to perceived control of time, job satisfaction, and health, and negatively related to factors such as emotional exhaustion, role overload, and work-family conflict. This review identified several methodological limitations within the time management literature. First, the majority of study participants were university students, limiting the results’ relevance in a workplace context [ 15 ]. Second, a variety of time management definitions were used across studies, with some studies not providing any definition. Further, ten different self-report questionnaires were used to measure time management behaviors. The lack of transparent and consistent operationalization indicates strong heterogeneity, making it difficult to know whether ‘time management’ is being evaluated consistently across the literature [ 15 ]. Third, only eight of the 35 studies evaluated time management interventions, indicating a limited body of experimental research [ 15 ]. However, these experiments generally found that time management training increased self-reported time management skills and academic and job performance.

A recent comprehensive meta-analysis of 158 studies (n = 53,957) found time management (assessed based on studies using a quantitative measure of time management) to increase wellbeing, particularly life satisfaction, more than academic and job performance [ 16 ]. This meta-analysis further highlighted the limitations identified in the previous non-systematic literature review. First, a majority of studies used cross-sectional designs, thus limiting the relational conclusions that can be drawn between time management and wellbeing outcomes. Second, a majority of studies involved university students and time management was significantly less impactful for worker populations compared to student samples [ 16 ]. Third, there are limited experimental studies done to evaluate the effectiveness of time management interventions. And, finally, there is a lack of clarity, consistency, and generalizability across what is being conducted as a time management intervention [ 16 ].

The meta-analysis addressed the question of whether time management works, revealing that time management may primarily enhance wellbeing opposed to performance [ 16 ]. However, the question remains whether time management interventions (and which interventions) work to improve wellbeing. A review and synthesis of the time management intervention literature is needed to understand the current state of the field and further provide foundations for future research, development, and application of consistent, valid, and generalizable time management interventions. This is the focus and contribution of this systematic review.

Aim of the review

The aim of this proposed review is to synthesize experimental and quasi-experimental studies that evaluated the effectiveness of a time management intervention on wellbeing outcomes among healthy adults in a workplace context. As the need for effective interventions grows alongside rising concern for workplace mental health and wellbeing, this review will contribute to our understanding of whether time management interventions may be integrated into impactful solutions. The proposed review aims to answer the following questions:

• Do time management interventions improve mental health and wellbeing outcomes among healthy working adults?
• What are the characteristics of effective time management interventions?
• The primary objective is to critically synthesize the effectiveness of time management interventions on wellbeing among healthy adults in the workplace.
• The secondary objective of the review is to investigate the types and characteristics of time management interventions that have been conducted in experimental settings.
• The final objective is to evaluate the quality of the evidence.

Methods and analysis

The Preferred Reporting Items for Systematic Reviews and Meta-Analyses Protocols (PRISMA-P) guidelines were adhered to in the development of this protocol [ 20 , 21 ]. The protocol was registered with the International Prospective Register of Systematic Reviews (PROSPERO; CRD42021257157). The systematic review will be carried out following the PRISMA-P checklist ( S1 Table ) [ 22 ] and the Cochrane Handbook for Systematic Reviews of Interventions guidelines [ 23 ].

Types of studies

The acronym PICO (Population, Intervention, Comparison, Outcomes) guided the inclusion and exclusion criteria for the systematic review ( Table 1 ) [ 24 ]. This review will include randomised controlled trials and quasi-experiments (controlled, non-randomised, and pre/post-intervention studies). Non-experimental studies, including literature reviews, case reports, qualitative, correlational, and cross-sectional studies, will be excluded from the review. Included articles will be written in the English language.

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https://doi.org/10.1371/journal.pone.0288887.t001

Types of participants

The review will include studies that involve healthy (non-clinical) adult participants in an organisational or educational context.

Patient and public involvement.

As this research is based on previously published data, participants were not directly involved or recruited for this study. Participant consent for publication of this research is not required.

Types of interventions

Studies will be eligible for inclusion if they evaluated the delivery of a time management intervention aimed at enhancing at least one wellbeing-related outcome. The review will include studies that involved one intervention (single component) or two or more interventions (multicomponent). The intervention must be explicitly referred to as a time management intervention, though the review will not limit study inclusion to a specific definition of time management.

Types of outcome measures

The primary outcomes will be self-reported wellbeing-related outcomes, including life satisfaction, stress, anxiety, exhaustion, burnout, and depression. Studies will only be included in the review if they reported at least one wellbeing-related psychological outcome measure as assessed pre-intervention and post-intervention.

Search method

The search strategy will be carried out through six specialized and general electronic databases from inception for this review: Medical Literature Analysis and Retrieval System Online (MEDLINE) via PubMed, PsycInfo, Web of Science, Scopus, Academic Search Complete, and Cochrane Library Central. A range of words related to ‘time management’ and ‘wellbeing’ will be searched ( Table 2 ). The search will aim to identify published experimental and quasi-experimental studies that evaluated a time management intervention in relation to at least one wellbeing-related outcome. The detailed search strategy was developed by the research team in consultation with a Faculty Librarian. The search will be limited to studies published in the English language. The decision to include only studies published in English results from limited resources and the language constraints of our review team. As the aim of this systematic review is to evaluate rigorous experimental studies unpublished grey literature will not be included. The review will include studies published up until 1 July 2023.

https://doi.org/10.1371/journal.pone.0288887.t002

Manual searches of references will be conducted in relevant papers, including the reference lists of any studies assessed for inclusion in the review, in attempts to identify any additional eligible studies. PROSPERO and the Cochrane Library will also be searched for any systematic reviews planned or completed that relate to this review. The reference lists of a recent meta-analysis [ 16 ] and a previous time management literature review [ 15 ] will also be manually searched.

Study selection

The first and second authors will independently screen papers, first by title and abstract and then by full text. Data will be extracted using a data extraction form and recorded in a shared spreadsheet. Both the extraction form and spreadsheet have been designed for the purposes of this review. Any conflicts which arise in the screening and extraction stages will be resolved through discussion or further involvement of a third researcher (ZDB). A flow diagram will present a record of study screening following the PRISMA-P guidelines. Excluded studies, and their reason for exclusion, will be documented within the flow diagram.

Data extraction process

The data extraction form has been designed by ANY to record data from studies during the full-text review stage.

The following information will be included in data extraction:

• Country of origin, author(s), and year of publication
• Study method: design (e.g., experimental and quasi-experimental)
• Sample: number of participants, age, gender, and other demographic characteristics
• Context: Workplace, educational environment
• Type of intervention: single or multi-component
• Delivery form
• Session duration (number of sessions and duration of each session)
• Control group(s)
• Number of participants at follow up and overall retention rates.
• Mean/SD, p-value, and effect size
• Outcome measures used

Missing data.

The authors will attempt to contact study authors in the case of missing or incomplete information. The available data will be analysed as reported should study authors be unavailable.

Risk of bias assessment

In accordance with the Cochrane Handbook, the Cochrane risk-of-bias tool will be used to assess the methodological quality of the included studies. Randomised controlled trials will be assessed using the Risk of Bias II tool (ROB II), while quasi-experimental and nonrandomised trials will be assessed using the ROBINS I tool. Assessment will include methods of randomisation and intervention allocation. Risk of bias will be independently conducted by the first and second author and inter-rater reliability will be calculated using the kappa coefficient. In the case of disagreements, a discussion with a third reviewer (ZDB) will be used to reach a consensus. Study authors will be contacted in the case of insufficient information. The risk of bias assessments will result in a classification of low risk, some concerns, or high risk.

Data synthesis

Adhering to Cochrane guidelines [ 25 ], ANY will lead the authors’ conduction of a narrative synthesis. The authors will address any conflicting interpretations that arise during the narrative synthesis through discussion until a consensus is reached. The narrative synthesis will be structured around the included studies, the types of time management interventions and topics used, and the intervention outcomes. The characteristics and components of included interventions will also be analyzed and reported. Wellbeing outcomes will be reported along with the measures used in each study. The authors will calculate the percentage of studies that included each intervention and outcome element. Overall, the narrative synthesis will integrate these findings to provide a comprehensive overview of the current evidence of the effectiveness of time management interventions on workplace wellbeing. This will involve a summary of what the included studies reveal regarding effective time management intervention structures, topics, modes of delivery, and outcomes.

A limited scope for meta-analysis is anticipated due to the range of outcomes measured, measurement types, and the small number of existing trials. Where studies have used the same intervention, comparator, and outcomes measures, a random-effects meta-analysis will be conducted with the pooled results.

Depending on the data gathered, subgroup analyses may be conducted to examine the effects of the type of intervention (single component or multicomponent) and duration of intervention.

The aim of this study is to provide a comprehensive overview of the factors influencing effectiveness of time management interventions aimed at enhancing mental health and wellbeing, based on the evidence of experimental and quasi-experimental studies.

Considering the rise in mental health and wellbeing issues in the workplace and reported time poverty, and despite the popularity of time management tools, little is known about the effectiveness of time management interventions, and what elements of time management are particularly useful.

Effective time management interventions have the potential to promote mental health and wellbeing. However, the history of time management highlights limited evidence-based, empirically evaluated strategies for enhancing time management in work and educational settings [ 15 – 17 ]. The findings of this review are expected to provide an overview of time management interventions that have been conducted using a robust trial design, and their corresponding wellbeing outcomes.

The review will contribute to evaluating these time management interventions from a health and wellbeing perspective, and provide guidance for HR professionals, leaders, and health professionals regarding the current landscape of evidence-based time management interventions and how they may be adopted to support employee wellbeing. Findings from the systematic review will be synthesized and disseminated for relevant stakeholders to promote evidence-based wellbeing initiatives in the workplace.

Supporting information

S1 table. prisma-p checklist..

https://doi.org/10.1371/journal.pone.0288887.s001

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• 24. McKenzie JE, Brennan SE, Ryan RE, Thomson HJ, Johnston RV, Thomas J. Chapter 3: Defining the criteria for including studies and how they will be grouped for the synthesis. In: Higgins JPT, Thomas J, Chandler J, Cumpston M, Li T, Page MJ, Welch VA, editors. Cochrane Handbook for Systematic Reviews of Interventions version 6.0 (updated July 2019). Cochrane; 2019. Available from: https://www.training.cochrane.org/handbook .
• 25. Ryan R. Data synthesis and analysis. Cochrane Consumers and Communication Review Group. 2013. Available from: https://cccrg.cochrane.org/sites/cccrg.cochrane.org/files/uploads/AnalysisRestyled.pdf .

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Does time management work? A meta-analysis

1 Concordia University, Sir George Williams Campus, Montreal, Quebec, Canada

Aïda Faber

2 FSA Ulaval, Laval University, Quebec City, Quebec, Canada

Alexandra Panaccio

Associated data.

All relevant data are within the manuscript and its Supporting Information files.

Does time management work? We conducted a meta-analysis to assess the impact of time management on performance and well-being. Results show that time management is moderately related to job performance, academic achievement, and wellbeing. Time management also shows a moderate, negative relationship with distress. Interestingly, individual differences and contextual factors have a much weaker association with time management, with the notable exception of conscientiousness. The extremely weak correlation with gender was unexpected: women seem to manage time better than men, but the difference is very slight. Further, we found that the link between time management and job performance seems to increase over the years: time management is more likely to get people a positive performance review at work today than in the early 1990s. The link between time management and gender, too, seems to intensify: women’s time management scores have been on the rise for the past few decades. We also note that time management seems to enhance wellbeing—in particular, life satisfaction—to a greater extent than it does performance. This challenges the common perception that time management first and foremost enhances work performance, and that wellbeing is simply a byproduct.

Introduction

Stand-up comedian George Carlin once quipped that in the future a “time machine will be built, but no one will have time to use it” [ 1 ]. Portentously, booksellers now carry one-minute bedtime stories for time-starved parents [ 2 ] and people increasingly speed-watch videos and speed-listen to audio books [ 3 – 5 ]. These behaviors are symptomatic of an increasingly harried society suffering from chronic time poverty [ 6 ]. Work is intensifying—in 1965 about 50% of workers took breaks; in 2003, less than 2% [ 7 ]. Leisure, too, is intensifying: people strive to consume music, social media, vacations, and other leisure activities ever more efficiently [ 8 – 11 ].

In this frantic context, time management is often touted as a panacea for time pressure. Media outlets routinely extol the virtues of time management. Employers, educators, parents, and politicians exhort employees, students, children, and citizens to embrace more efficient ways to use time [ 12 – 16 ]. In light of this, it is not surprising that from 1960 to 2008 the frequency of books mentioning time management shot up by more than 2,700% [ 17 ].

Time management is defined as “a form of decision making used by individuals to structure, protect, and adapt their time to changing conditions” [ 18 ]. This means time management, as it is generally portrayed in the literature, comprises three components: structuring, protecting, and adapting time. Well-established time management measures reflect these concepts. Structuring time, for instance, is captured in such items as “Do you have a daily routine which you follow?” and “Do your main activities during the day fit together in a structured way?” [ 19 ]. Protecting time is reflected in items such as “Do you often find yourself doing things which interfere with your schoolwork simply because you hate to say ‘No’ to people?” [ 20 ]. And adapting time to changing conditions is seen in such items as “Uses waiting time” and “Evaluates daily schedule” [ 21 ].

Research has, furthermore, addressed several important aspects of time management, such as its relationship with work-life balance [ 22 ], whether gender differences in time management ability develop in early childhood [ 23 ], and whether organizations that encourage employees to manage their time experience less stress and turnover [ 24 ]. Despite the phenomenal popularity of this topic, however, academic research has yet to address some fundamental questions [ 25 – 27 ].

A critical gap in time management research is the question of whether time management works [ 28 , 29 ]. For instance, studies on the relationship between time management and job performance reveal mixed findings [ 30 , 31 ]. Furthermore, scholars’ attempts to synthesize the literature have so far been qualitative, precluding a quantitative overall assessment [ 18 , 32 , 33 ]. To tackle this gap in our understanding of time management, we conducted a meta-analysis. In addressing the question of whether time management works, we first clarify the criteria for effectiveness. In line with previous reviews, we find that virtually all studies focus on two broad outcomes: performance and wellbeing [ 32 ].

Overall, results suggest that time management enhances job performance, academic achievement, and wellbeing. Interestingly, individual differences (e.g., gender, age) and contextual factors (e.g., job autonomy, workload) were much less related to time management ability, with the notable exception of personality and, in particular, conscientiousness. Furthermore, the link between time management and job performance seems to grow stronger over the years, perhaps reflecting the growing need to manage time in increasingly autonomous and flexible jobs [ 34 – 37 ].

Overall, our findings provide academics, policymakers, and the general audience with better information to assess the value of time management. This information is all the more useful amid the growing doubts about the effectiveness of time management [ 38 ]. We elaborate on the contributions and implications of our findings in the discussion section.

What does it mean to say that time management works?

In the din of current debates over productivity, reduced workweeks, and flexible hours, time management comes to the fore as a major talking point. Given its popularity, it would seem rather pointless to question its effectiveness. Indeed, time management’s effectiveness is often taken for granted, presumably because time management offers a seemingly logical solution to a lifestyle that increasingly requires coordination and prioritization skills [ 39 , 40 ].

Yet, popular media outlets increasingly voice concern and frustration over time management, reflecting at least part of the population’s growing disenchantment [ 38 ]. This questioning of time management practices is becoming more common among academics as well [ 41 ]. As some have noted, the issue is not just whether time management works. Rather, the question is whether the techniques championed by time management gurus can be actually counterproductive or even harmful [ 26 , 42 ]. Other scholars have raised concerns that time management may foster an individualistic, quantitative, profit-oriented view of time that perpetuates social inequalities [ 43 , 44 ]. For instance, time management manuals beguile readers with promises of boundless productivity that may not be accessible to women, whose disproportionate share in care work, such as tending to young children, may not fit with typically male-oriented time management advice [ 45 ]. Similarly, bestselling time management books at times offer advice that reinforce global inequities. Some manuals, for instance, recommend delegating trivial tasks to private virtual assistants, who often work out of developing countries for measly wages [ 46 ]. Furthermore, time management manuals often ascribe a financial value to time—the most famous time management adage is that time is money. But recent studies show that thinking of time as money leads to a slew of negative outcomes, including time pressure, stress, impatience, inability to enjoy the moment, unwillingness to help others, and less concern with the environment [ 47 – 51 ]. What’s more, the pressure induced by thinking of time as money may ultimately undermine psychological and physical health [ 52 ].

Concerns over ethics and safety notwithstanding, a more prosaic question researchers have grappled with is whether time management works. Countless general-audience books and training programs have claimed that time management improves people’s lives in many ways, such as boosting performance at work [ 53 – 55 ]. Initial academic forays into addressing this question challenged those claims: time management didn’t seem to improve job performance [ 29 , 30 ]. Studies used a variety of research approaches, running the gamut from lab experiments, field experiments, longitudinal studies, and cross-sectional surveys to experience sampling [ 28 , 56 – 58 ]. Such studies occasionally did find an association between time management and performance, but only in highly motivated workers [ 59 ]; instances establishing a more straightforward link with performance were comparatively rare [ 31 ]. Summarizing these insights, reviews of the literature concluded that the link between time management and job performance is unclear; the link with wellbeing, however, seemed more compelling although not conclusive [ 18 , 32 ].

It is interesting to note that scholars often assess the effectiveness time management by its ability to influence some aspect of performance, wellbeing, or both. In other words, the question of whether time management works comes down to asking whether time management influences performance and wellbeing. The link between time management and performance at work can be traced historically to scientific management [ 60 ]. Nevertheless, even though modern time management can be traced to scientific management in male-dominated work settings, a feminist reading of time management history reveals that our modern idea of time management also descends from female time management thinkers of the same era, such as Lillian Gilbreth, who wrote treatises on efficient household management [ 43 , 61 , 62 ]. As the link between work output and time efficiency became clearer, industrialists went to great lengths to encourage workers to use their time more rationally [ 63 – 65 ]. Over time, people have internalized a duty to be productive and now see time management as a personal responsibility at work [ 43 , 66 , 67 ]. The link between time management and academic performance can be traced to schools’ historical emphasis on punctuality and timeliness. In more recent decades, however, homework expectations have soared [ 68 ] and parents, especially well-educated ones, have been spending more time preparing children for increasingly competitive college admissions [ 69 , 70 ]. In this context, time management is seen as a necessary skill for students to thrive in an increasingly cut-throat academic world. Finally, the link between time management and wellbeing harks back to ancient scholars, who emphasized that organizing one’s time was necessary to a life well-lived [ 71 , 72 ]. More recently, empirical studies in the 1980s examined the effect of time management on depressive symptoms that often plague unemployed people [ 19 , 73 ]. Subsequent studies surmised that the effective use of time might prevent a host of ills, such as work-life conflict and job stress [ 22 , 74 ].

Overall, then, various studies have looked into the effectiveness of time management. Yet, individual studies remain narrow in scope and reviews of the literature offer only a qualitative—and often inconclusive—assessment. To provide a more quantifiable answer to the question of whether time management works, we performed a meta-analysis, the methods of which we outline in what follows.

Literature search and inclusion criteria

We performed a comprehensive search using the keywords “time management” across the EBSCO databases Academic Search Complete , Business Source Complete , Computers & Applied Sciences Complete , Gender Studies Database , MEDLINE , Psychology and Behavioral Sciences Collection , PsycINFO , SocINDEX , and Education Source . The search had no restrictions regarding country and year of publication and included peer-reviewed articles up to 2019. To enhance comprehensiveness, we also ran a forward search on the three main time management measures: the Time Management Behavior Scale [ 21 ], the Time Structure Questionnaire [ 19 ], and the Time Management Questionnaire [ 20 ]. (A forward search tracks all the papers that have cited a particular work. In our case the forward search located all the papers citing the three time management scales available on Web of Science .)

Time management measures typically capture three aspects of time management: structuring, protecting, and adapting time to changing conditions. Structuring refers to how people map their activities to time using a schedule, a planner, or other devices that represent time in a systematic way [ 75 – 77 ]. Protecting refers to how people set boundaries around their time to repel intruders [ 78 , 79 ]. Examples include people saying no to time-consuming requests from colleagues or friends as well as turning off one’s work phone during family dinners. Finally, adapting one’s time to changing conditions means, simply put, to be responsive and flexible with one’s time structure [ 80 , 81 ]. Furthermore, time management measures typically probe behaviors related to these three dimensions (e.g., using a schedule to structure one’s day, making use of downtime), although they sometimes also capture people’s attitudes (e.g., whether people feel in control of their time).

As shown in Fig 1 , the initial search yielded 10,933 hits, excluding duplicates.

The search included no terms other than “time management” to afford the broadest possible coverage of time management correlates. Nevertheless, as shown in Table 1 , we focused exclusively on quantitative, empirical studies of time management in non-clinical samples. Successive rounds of screening, first by assessing paper titles and abstracts and then by perusing full-text articles, whittled down the number of eligible studies to 158 (see Fig 1 ).

Data extraction and coding

We extracted eligible effect sizes from the final pool of studies; effect sizes were mostly based on means and correlations. In our initial data extraction, we coded time management correlates using the exact variable names found in each paper. For instance, “work-life imbalance” was initially coded in those exact terms, rather than “work-life conflict.” Virtually all time management correlates we extracted fell under the category of performance and/or wellbeing. This pattern tallies with previous reviews of the literature [ 18 , 32 ]. A sizable number of variables also fell under the category of individual differences and contextual factors, such as age, personality, and job autonomy. After careful assessment of the extracted variables, we developed a coding scheme using a nested structure shown in Table 2 .

Aeon and Aguinis suggested that time management influences performance, although the strength of that relationship may depend on how performance is defined [ 18 ]. Specifically, they proposed that time management may have a stronger impact on behaviors conducive to performance (e.g., motivation, proactiveness) compared to assessments of performance (e.g., supervisor rankings). For this reason, we distinguish between results- and behavior-based performance in our coding scheme, both in professional and academic settings. Furthermore, wellbeing indicators can be positive (e.g., life satisfaction) or negative (e.g., anxiety). We expect time management to influence these variables in opposite ways; it would thus make little sense to analyze them jointly. Accordingly, we differentiate between wellbeing (positive) and distress (negative).

In our second round of coding, we used the scheme shown in Table 2 to cluster together kindred variables. For instance, we grouped “work-life imbalance,” “work-life conflict” and “work-family conflict” under an overarching “work-life conflict” category. The authors reviewed each variable code and resolved rare discrepancies to ultimately agree on all coded variables. Note that certain variables, such as self-actualization, covered only one study (i.e., one effect size). While one or two effect sizes is not enough to conduct a meta-analysis, they can nonetheless be grouped with other effect sizes belonging to the same category (e.g., self-actualization and sense of purpose belong the broader category of overall wellbeing). For this reason, we included variables with one or two effect sizes for comprehensiveness.

Meta-analytic procedures

We conducted all meta-analyses following the variables and cluster of variables outlined in Table 2 . We opted to run all analyses with a random effects model. The alternative—a fixed effects model—assumes that all studies share a common true effect size (i.e., linking time management and a given outcome) which they approximate. This assumption is unrealistic because it implies that the factors influencing the effect size are the same in all studies [ 83 ]. In other words, a fixed effects model assumes that the factors affecting time management are similar across all studies—the fallacy underlying this assumption was the main theme of Aeon and Aguinis’s review [ 18 ]. To perform our analyses, we used Comprehensive Meta-Analysis v.3 [ 84 ], a program considered highly reliable and valid in various systematic assessments [ 85 , 86 ].

Meta-analyses do not typically perform calculations on correlations (e.g., Pearson’s r). Instead, we transformed correlations into Fisher’s z scales [ 83 ]. The transformation was done with z = 0.5 × ln ( 1 + r 1 − r ) , where r represents the correlation extracted from each individual study. The variance of Fisher’s Z was calculated as V z = 1 n − 3 where n corresponds to the study’s sample size; the standard error of Fisher’s Z was calculated as S E z = V z .

In many cases, studies reported how variables correlated with an overall time management score. In some cases, however, studies reported only correlations with discrete time management subscales (e.g., short-range planning, attitudes toward time, use of time management tools), leaving out the overall effect. In such cases, we averaged out the effect sizes of the subscales to compute a summary effect [ 83 ]. This was necessary not only because meta-analyses admit only one effect size per study, but also because our focus is on time management as a whole rather than on subscales. Similarly, when we analyzed the link between time management and a high-level cluster of variables (e.g., overall wellbeing rather than specific variables such as life satisfaction), there were studies with more than one relevant outcome (e.g., a study that captured both life satisfaction and job satisfaction). Again, because meta-analyses allow for only one effect size (i.e., variable) per study, we used the mean of different variables to compute an overall effect sizes in studies that featured more than one outcome [ 83 ].

Overall description of the literature

We analyzed 158 studies for a total number of 490 effect sizes. 21 studies explored performance in a professional context, 76 performance in an academic context, 30 investigated wellbeing (positive), and 58 distress. Interestingly, studies did not systematically report individual differences, as evidenced by the fact that only 21 studies reported correlations with age, and only between 10 and 15 studies measured personality (depending on the personality trait). Studies that measured contextual factors were fewer still—between 3 and 7 (depending on the contextual factor). These figures fit with Aeon and Aguinis’s observation that the time management literature often overlooks internal and external factors that can influence the way people manage time [ 18 ].

With one exception, we found no papers fitting our inclusion criteria before the mid-1980s. Publication trends also indicate an uptick in time management studies around the turn of the millennium, with an even higher number around the 2010s. This trend is consistent with the one Shipp and Cole identified, revealing a surge in time-related papers in organizational behavior around the end of the 1980s [ 87 ].

It is also interesting to note that the first modern time management books came out in the early 1970s, including the The Time Trap (1972), by Alec MacKenzie and How to Get Control of your Time and your Life (1973), by Alan Lakein. These books inspired early modern time management research [ 21 , 58 , 88 ]. It is thus very likely that the impetus for modern time management research came from popular practitioner manuals.

To assess potential bias in our sample of studies, we computed different estimates of publication bias (see Table 3 ). Overall, publication bias remains relatively low (see funnel plots in S1). Publication bias occurs when there is a bias against nonsignificant or even negative results because such results are seen as unsurprising and not counterintuitive. In this case, however, the fact that time management is generally expected to lead to positive outcomes offers an incentive to publish nonsignificant or negative results, which would be counterintuitive [ 89 ]. By the same token, the fact that some people feel that time management is ineffective [ 38 ] provides an incentive to publish papers that link time management with positive outcomes. In other words, opposite social expectations surrounding time management might reduce publication bias.

Finally, we note that the link between time management and virtually all outcomes studied is highly heterogeneous (as measured, for instance, by Cochran’s Q and Higgins & Thompson’s I 2 ; see tables below). This high level of heterogeneity suggests that future research should pay more attention to moderating factors (e.g., individual differences).

Time management and performance in professional settings

Overall, time management has a moderate impact on performance at work, with correlations hovering around r = .25. We distinguish between results-based and behavior-based performance. The former measures performance as an outcome (e.g., performance appraisals by supervisors) whereas the latter measures performance as behavioral contributions (e.g., motivation, job involvement). Time management seems related to both types of performance. Although the effect size for results-based performance is lower than that of behavior-based performance, moderation analysis reveals the difference is not significant (p > .05), challenging Aeon and Aguinis’s conclusions [ 18 ].

Interestingly, the link between time management and performance displays much less heterogeneity (see Q and I 2 statistics in Table 4 ) than the link between time management and other outcomes (see tables below). The studies we summarize in Table 4 include both experimental and non-experimental designs; they also use different time management measures. As such, we can discount, to a certain extent, the effect of methodological diversity. We can perhaps explain the lower heterogeneity by the fact that when people hold a full-time job, they usually are at a relatively stable stage in life. In school, by contrast, a constellation of factors (e.g., financial stability and marital status, to name a few) conspire to affect time management outcomes. Furthermore, work contexts are a typically more closed system than life in general. For this reason, fewer factors stand to disrupt the link between time management and job performance than that between time management and, say, life satisfaction. Corroborating this, note how, in Table 6 below, the link between time management and job satisfaction ( I 2 = 58.70) is much less heterogeneous than the one between time management and life satisfaction ( I 2 = 95.45).

* p < .05

** p < .01

*** p < .001.

k = number of studies related to the variable | N = total sample size related to the variable.

r = effect size of the correlation between time management and the variable | 95% CI = confidence interval of the effect size.

Q = Cochran’s Q, a measure of between-study heterogeneity | τ 2 = measure of between-study variance | I 2 = alternative measure of between-study heterogeneity.

Moreover, we note that the relationship between time management and job performance (see Fig 2 ) significantly increases over the years ( B = .0106, p < .01, Q model = 8.52(1), Q residual = 15.54(9), I 2 = 42.08, R 2 analog = .75).

Time management and performance in academic settings

Overall, the effect of time management on performance seems to be slightly higher in academic settings compared to work settings, although the magnitude of the effect remains moderate (see Table 5 ). Here again, we distinguish between results- and behavior-based performance. Time management’s impact on behavior-based performance seems much higher than on results-based performance—a much wider difference than the one we observed in professional settings. This suggests than results-based performance in academic settings depends less on time management than results-based performance in professional settings. This means that time management is more likely to get people a good performance review at work than a strong GPA in school.

In particular, time management seems to be much more negatively related to procrastination in school than at work. Although we cannot establish causation in all studies, we note that some of them featured experimental designs that established a causal effect of time management on reducing procrastination [ 90 ].

Interestingly, time management was linked to all types of results-based performance except for standardized tests. This is perhaps due to the fact that standardized tests tap more into fluid intelligence, a measure of intelligence independent of acquired knowledge [ 91 ]. GPA and regular exam scores, in contrast, tap more into crystallized intelligence, which depends mostly on accumulated knowledge. Time management can thus assist students in organizing their time to acquire the knowledge necessary to ace a regular exam; for standardized exams that depend less on knowledge and more on intelligence, however, time management may be less helpful. Evidence from other studies bears this out: middle school students’ IQ predicts standardized achievement tests scores better than self-control while self-control predicts report card grades better than IQ [ 92 ]. (For our purposes, we can use self-control as a very rough proxy for time management.) Relatedly, we found no significant relationship between time management and cognitive ability in our meta-analysis (see Table 8 ).

a Female = 1; Male = 2.

b Single = 1; Married = 2.

Time management and wellbeing

On the whole, time management has a slightly stronger impact on wellbeing than on performance. This is unexpected, considering how the dominant discourse points to time management as a skill for professional career development. Of course, the dominant discourse also frames time management as necessary for wellbeing and stress reduction, but to a much lesser extent. Our finding that time management has a stronger influence on wellbeing in no way negates the importance of time management as a work skill. Rather, this finding challenges the intuitive notion that time management is more effective for work than for other life domains. As further evidence, notice how in Table 6 the effect of time management on life satisfaction is 72% stronger than that on job satisfaction.

Time management and distress

Time management seems to allay various forms of distress, although to a lesser extent than it enhances wellbeing. The alleviating effect on psychological distress is particularly strong ( r = -0.358; see Table 7 ).

That time management has a weaker effect on distress should not be surprising. First, wellbeing and distress are not two poles on opposite ends of a spectrum. Although related, wellbeing and distress are distinct [ 93 ]. Thus, there is no reason to expect time management to have a symmetrical effect on wellbeing and distress. Second, and relatedly, the factors that influence wellbeing and distress are also distinct. Specifically, self-efficacy (i.e., seeing oneself as capable) is a distinct predictor of wellbeing while neuroticism and life events in general are distinct predictors of distress [ 94 ]. It stands to reason that time management can enhance self-efficacy. (Or, alternatively, that people high in self-efficacy would be more likely to engage in time management, although experimental evidence suggests that time management training makes people feel more in control of their time [ 89 ]; it is thus plausible that time management may have a causal effect on self-efficacy. Relatedly, note how time management ability is strongly related to internal locus of control in Table 8 ) In contrast, time management can do considerably less in the way of tackling neuroticism and dampening the emotional impact of tragic life events. In other words, the factors that affect wellbeing may be much more within the purview of time management than the factors that affect distress. For this reason, time management may be less effective in alleviating distress than in improving wellbeing.

Time management and individual differences

Time management is, overall, less related to individual differences than to other variables.

Age, for instance, hardly correlates with time management (with a relatively high consistency between studies, I 2 = 55.79, see Table 8 above).

Similarly, gender only tenuously correlates with time management, although in the expected direction: women seem to have stronger time management abilities than men. The very weak association with gender ( r = -0.087) is particularly surprising given women’s well-documented superior self-regulation skills [ 95 ]. That being said, women’s time management abilities seem to grow stronger over the years ( N = 37, B = -.0049, p < .05, Q model = 3.89(1), Q residual = 218.42(35), I 2 = 83.98, R 2 analog = .03; also see Fig 3 below). More realistically, this increase may not be due to women’s time management abilities getting stronger per se but, rather, to the fact that women now have more freedom to manage their time [ 96 ].

Other demographic indicators, such as education and number of children, were nonsignificant. Similarly, the relationships between time management and personal attributes and attitudes were either weak or nonsignificant, save for two notable exceptions. First, the link between time management and internal locus of control (i.e., the extent to which people perceive they’re in control of their lives) is quite substantial. This is not surprising, because time management presupposes that people believe they can change their lives. Alternatively, it may be that time management helps people strengthen their internal locus of control, as experimental evidence suggests [ 89 ]. Second, the link between time management and self-esteem is equally substantial. Here again, one can make the argument either way: people with high self-esteem might be confident enough to manage their time or, conversely, time management may boost self-esteem. The two options are not mutually exclusive: people with internal loci of control and high self-esteem levels can feel even more in control of their lives and better about themselves through time management.

We also note a very weak but statistically significant negative association between time management and multitasking. It has almost become commonsense that multitasking does not lead to performance [ 97 ]. As a result, people with stronger time management skills might deliberately steer clear of this notoriously ineffective strategy.

In addition, time management was mildly related to hours spent studying but not hours spent working. (These variables cover only student samples working part- or full-time and thus do not apply to non-student populations.) This is consistent with time-use studies revealing that teenagers and young adults spend less time working and more time studying [ 98 ]. Students who manage their time likely have well-defined intentions, and trends suggest those intentions will target education over work because, it is hoped, education offers larger payoffs over the long-term [ 99 ].

In terms of contextual factors, time management does not correlate significantly with job autonomy. This is surprising, as we expected autonomy to be a prerequisite for time management (i.e., you can’t manage time if you don’t have the freedom to). Nevertheless, qualitative studies have shown how even in environments that afford little autonomy (e.g., restaurants), workers can carve out pockets of time freedom to momentarily cut loose [ 100 ]. Thus, time management behaviors may flourish even in the most stymying settings. In addition, the fact that time management is associated with less role overload and previous attendance of time management training programs makes sense: time management can mitigate the effect of heavy workloads and time management training, presumably, improves time management skills.

Finally, time management is linked to all personality traits. Moreover, previous reviews of the literature have commented on the link between time management and conscientiousness in particular [ 32 ]. What our study reveals is the substantial magnitude of the effect ( r = 0.451). The relationship is not surprising: conscientiousness entails orderliness and organization, which overlap significantly with time management. That time management correlates so strongly with personality (and so little with other individual differences) lends credence to the dispositional view of time management [ 101 – 103 ]. However, this finding should not be taken to mean that time management is a highly inheritable, fixed ability. Having a “you either have it or you don’t” view of time management is not only counterproductive [ 104 ] but also runs counter to evidence showing that time management training does, in fact, help people manage their time better.

Does time management work? It seems so. Time management has a moderate influence on job performance, academic achievement, and wellbeing. These three outcomes play an important role in people’s lives. Doing a good job at work, getting top grades in school, and nurturing psychological wellbeing contribute to a life well lived. Widespread exhortations to get better at time management are thus not unfounded: the importance of time management is hard to overstate.

Contributions

Beyond answering the question of whether time management works, this study contributes to the literature in three major ways. First, we quantify the impact of time management on several outcomes. We thus not only address the question of whether time management works, but also, and importantly, gauge to what extent time management works. Indeed, our meta-analysis covers 53,957 participants, which allows for a much more precise, quantified assessment of time management effectiveness compared to qualitative reviews.

Second, this meta-analysis systematically assesses relationships between time management and a host of individual differences and contextual factors. This helps us draw a more accurate portrait of potential antecedents of higher (or lower) scores on time management measures.

Third, our findings challenge intuitive ideas concerning what time management is for. Specifically, we found that time management enhances wellbeing—and in particular life satisfaction—to a greater extent than it does various types of performance. This runs against the popular belief that time management primarily helps people perform better and that wellbeing is simply a byproduct of better performance. Of course, it may be that wellbeing gains, even if higher than performance gains, hinge on performance; that is to say, people may need to perform better as a prerequisite to feeling happier. But this argument doesn’t jibe with experiments showing that even in the absence of performance gains, time management interventions do increase wellbeing [ 89 ]. This argument also founders in the face of evidence linking time management with wellbeing among the unemployed [ 105 ], unemployment being an environment where performance plays a negligible role, if any. As such, this meta-analysis lends support to definitions of time management that are not work- or performance-centric.

Future research and limitations

This meta-analysis questions whether time management should be seen chiefly as a performance device. Our questioning is neither novel nor subversive: historically people have managed time for other reasons than efficiency, such as spiritual devotion and philosophical contemplation [ 72 , 106 , 107 ]. It is only with relatively recent events, such as the Industrial Revolution and waves of corporate downsizing, that time management has become synonymous with productivity [ 43 , 65 ]. We hope future research will widen its scope and look more into outcomes other than performance, such as developing a sense of meaning in life [ 108 ]. One of the earliest time management studies, for instance, explored how time management relates to having a sense of purpose [ 73 ]. However, very few studies followed suit since. Time management thus stands to become a richer, more inclusive research area by investigating a wider array of outcomes.

In addition, despite the encouraging findings of this meta-analysis we must refrain from seeing time management as a panacea. Though time management can make people’s lives better, it is not clear how easy it is for people to learn how to manage their time adequately. More importantly, being “good” at time management is often a function of income, education, and various types of privilege [ 42 , 43 , 46 , 109 ]. The hackneyed maxim that “you have as many hours in a day as Beyoncé,” for instance, blames people for their “poor” time management in pointing out that successful people have just as much time but still manage to get ahead. Yet this ill-conceived maxim glosses over the fact that Beyoncé and her ilk do, in a sense, have more hours in a day than average people who can’t afford a nanny, chauffeur, in-house chefs, and a bevy of personal assistants. Future research should thus look into ways to make time management more accessible.

Furthermore, this meta-analysis rests on the assumption that time management training programs do enhance people’s time management skills. Previous reviews have noted the opacity surrounding time management interventions—studies often don’t explain what, exactly, is taught in time management training seminars [ 18 ]. As a result, comparing the effect of different interventions might come down to comparing apples and oranges. (This might partly account for the high heterogeneity between studies.) We hope that our definition of time management will spur future research into crafting more consistent, valid, and generalizable interventions that will allow for more meaningful comparisons.

Finally, most time management studies are cross-sectional. Yet it is very likely that the effect of time management compounds over time. If time management can help students get better grades, for instance, those grades can lead to better jobs down the line [ 110 ]. Crucially, learning a skill takes time, and if time management helps people make the time to learn a skill, then time management stands to dramatically enrich people’s lives. For this reason, longitudinal studies can track different cohorts to see how time management affects people’s lives over time. We expect that developing time management skills early on in life can create a compound effect whereby people acquire a variety of other skills thanks to their ability to make time.

Overall, this study offers the most comprehensive, precise, and fine-grained assessment of time management to date. We address the longstanding debate over whether time management influences job performance in revealing a positive, albeit moderate effect. Interestingly, we found that time management impacts wellbeing—and in particular life satisfaction—to a greater extent than performance. That means time management may be primarily a wellbeing enhancer, rather than a performance booster. Furthermore, individual and external factors played a minor role in time management, although this does not necessarily mean that time management’s effectiveness is universal. Rather, we need more research that focuses on the internal and external variables that affect time management outcomes. We hope this study will tantalize future research and guide practitioners in their attempt to make better use of their time.

Supporting information

S1 checklist, acknowledgments.

We would like to take this opportunity to acknowledge our colleagues for their invaluable help: Mengchan Gao, Talha Aziz, Elizabeth Eley, Robert Nason, Andrew Ryder, Tracy Hecht, and Caroline Aubé.

Funding Statement

The authors received no specific funding for this work.

Data Availability

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Time Management Is About More Than Life Hacks

• Erich C. Dierdorff

Your productivity hinges on these three skills.

There is certainly no shortage of advice — books and blogs, hacks and apps — all created to boost time management with a bevy of ready-to-apply tools. Yet, the frustrating reality for individuals trying to improve their time management is that tools alone won’t work. You have to develop your time management skills in three key areas: awareness, arrangement, and adaptation. The author offers evidence-based tactics to improve in all three areas.

Project creep, slipping deadlines, and a to-do list that seems to get longer each day — these experiences are all too common in both life and work. With the New Year’s resolution season upon us, many people are boldly trying to fulfill goals to “manage time better,” “be more productive,” and “focus on what matters.” Development goals like these are indeed important to career success. Look no further than large-scale surveys that routinely find time management skills among the most desired workforce skills, but at the same time among the rarest skills to find.

• Erich C. Dierdorff is a professor of management and entrepreneurship at the Richard H. Driehaus College of Business at DePaul University and is currently an associate editor at  Personnel Psychology.

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Writing a Research Paper Introduction | Step-by-Step Guide

Published on September 24, 2022 by Jack Caulfield . Revised on March 27, 2023.

The introduction to a research paper is where you set up your topic and approach for the reader. It has several key goals:

• Present your topic and get the reader interested
• Provide background or summarize existing research
• Position your own approach
• Detail your specific research problem and problem statement
• Give an overview of the paper’s structure

The introduction looks slightly different depending on whether your paper presents the results of original empirical research or constructs an argument by engaging with a variety of sources.

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Table of contents

Step 1: introduce your topic, step 2: describe the background, step 3: establish your research problem, step 4: specify your objective(s), step 5: map out your paper, research paper introduction examples, frequently asked questions about the research paper introduction.

The first job of the introduction is to tell the reader what your topic is and why it’s interesting or important. This is generally accomplished with a strong opening hook.

The hook is a striking opening sentence that clearly conveys the relevance of your topic. Think of an interesting fact or statistic, a strong statement, a question, or a brief anecdote that will get the reader wondering about your topic.

For example, the following could be an effective hook for an argumentative paper about the environmental impact of cattle farming:

A more empirical paper investigating the relationship of Instagram use with body image issues in adolescent girls might use the following hook:

Don’t feel that your hook necessarily has to be deeply impressive or creative. Clarity and relevance are still more important than catchiness. The key thing is to guide the reader into your topic and situate your ideas.

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This part of the introduction differs depending on what approach your paper is taking.

In a more argumentative paper, you’ll explore some general background here. In a more empirical paper, this is the place to review previous research and establish how yours fits in.

Argumentative paper: Background information

After you’ve caught your reader’s attention, specify a bit more, providing context and narrowing down your topic.

Provide only the most relevant background information. The introduction isn’t the place to get too in-depth; if more background is essential to your paper, it can appear in the body .

Empirical paper: Describing previous research

For a paper describing original research, you’ll instead provide an overview of the most relevant research that has already been conducted. This is a sort of miniature literature review —a sketch of the current state of research into your topic, boiled down to a few sentences.

This should be informed by genuine engagement with the literature. Your search can be less extensive than in a full literature review, but a clear sense of the relevant research is crucial to inform your own work.

Begin by establishing the kinds of research that have been done, and end with limitations or gaps in the research that you intend to respond to.

The next step is to clarify how your own research fits in and what problem it addresses.

Argumentative paper: Emphasize importance

In an argumentative research paper, you can simply state the problem you intend to discuss, and what is original or important about your argument.

Empirical paper: Relate to the literature

In an empirical research paper, try to lead into the problem on the basis of your discussion of the literature. Think in terms of these questions:

• What research gap is your work intended to fill?
• What limitations in previous work does it address?
• What contribution to knowledge does it make?

You can make the connection between your problem and the existing research using phrases like the following.

Now you’ll get into the specifics of what you intend to find out or express in your research paper.

The way you frame your research objectives varies. An argumentative paper presents a thesis statement, while an empirical paper generally poses a research question (sometimes with a hypothesis as to the answer).

Argumentative paper: Thesis statement

The thesis statement expresses the position that the rest of the paper will present evidence and arguments for. It can be presented in one or two sentences, and should state your position clearly and directly, without providing specific arguments for it at this point.

Empirical paper: Research question and hypothesis

The research question is the question you want to answer in an empirical research paper.

Present your research question clearly and directly, with a minimum of discussion at this point. The rest of the paper will be taken up with discussing and investigating this question; here you just need to express it.

A research question can be framed either directly or indirectly.

• This study set out to answer the following question: What effects does daily use of Instagram have on the prevalence of body image issues among adolescent girls?
• We investigated the effects of daily Instagram use on the prevalence of body image issues among adolescent girls.

If your research involved testing hypotheses , these should be stated along with your research question. They are usually presented in the past tense, since the hypothesis will already have been tested by the time you are writing up your paper.

For example, the following hypothesis might respond to the research question above:

The final part of the introduction is often dedicated to a brief overview of the rest of the paper.

In a paper structured using the standard scientific “introduction, methods, results, discussion” format, this isn’t always necessary. But if your paper is structured in a less predictable way, it’s important to describe the shape of it for the reader.

If included, the overview should be concise, direct, and written in the present tense.

• This paper will first discuss several examples of survey-based research into adolescent social media use, then will go on to …
• This paper first discusses several examples of survey-based research into adolescent social media use, then goes on to …

Full examples of research paper introductions are shown in the tabs below: one for an argumentative paper, the other for an empirical paper.

• Argumentative paper
• Empirical paper

Are cows responsible for climate change? A recent study (RIVM, 2019) shows that cattle farmers account for two thirds of agricultural nitrogen emissions in the Netherlands. These emissions result from nitrogen in manure, which can degrade into ammonia and enter the atmosphere. The study’s calculations show that agriculture is the main source of nitrogen pollution, accounting for 46% of the country’s total emissions. By comparison, road traffic and households are responsible for 6.1% each, the industrial sector for 1%. While efforts are being made to mitigate these emissions, policymakers are reluctant to reckon with the scale of the problem. The approach presented here is a radical one, but commensurate with the issue. This paper argues that the Dutch government must stimulate and subsidize livestock farmers, especially cattle farmers, to transition to sustainable vegetable farming. It first establishes the inadequacy of current mitigation measures, then discusses the various advantages of the results proposed, and finally addresses potential objections to the plan on economic grounds.

The rise of social media has been accompanied by a sharp increase in the prevalence of body image issues among women and girls. This correlation has received significant academic attention: Various empirical studies have been conducted into Facebook usage among adolescent girls (Tiggermann & Slater, 2013; Meier & Gray, 2014). These studies have consistently found that the visual and interactive aspects of the platform have the greatest influence on body image issues. Despite this, highly visual social media (HVSM) such as Instagram have yet to be robustly researched. This paper sets out to address this research gap. We investigated the effects of daily Instagram use on the prevalence of body image issues among adolescent girls. It was hypothesized that daily Instagram use would be associated with an increase in body image concerns and a decrease in self-esteem ratings.

The introduction of a research paper includes several key elements:

• A hook to catch the reader’s interest
• Relevant background on the topic
• Details of your research problem

and your problem statement

• A thesis statement or research question
• Sometimes an overview of the paper

Don’t feel that you have to write the introduction first. The introduction is often one of the last parts of the research paper you’ll write, along with the conclusion.

This is because it can be easier to introduce your paper once you’ve already written the body ; you may not have the clearest idea of your arguments until you’ve written them, and things can change during the writing process .

The way you present your research problem in your introduction varies depending on the nature of your research paper . A research paper that presents a sustained argument will usually encapsulate this argument in a thesis statement .

A research paper designed to present the results of empirical research tends to present a research question that it seeks to answer. It may also include a hypothesis —a prediction that will be confirmed or disproved by your research.

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Essential Study Skills

Introduction to time management.

• Getting Things Done
• Creating a Weekly Schedule
• Creating a Semester Plan
• Planning an Assignment
• Creating a Task List
• Putting it all together
• Additional Resources
• Coping With Stress
• Changing Your Perception of Stress
• Problem Solving To Manage Stress
• Reading with Purpose
• Taking Notes in Class
• Deciding What To Study
• Knowing How to Study
• Memorizing and Understanding Concepts
• Taking Tests & Exams
• Creating and Preparing For a Presentation
• Presentation Anxiety
• Delivering Presentations
• Exploring Career Options
• Identifying Areas of Interest
• Knowing Yourself
• Exploring the Labour Market
• Researching College Programs
• Setting Goals
• Tackling Problems
• Bouncing Back
• Sleep Matters
• Sleep Habits
• Sleep Strategies
• Meeting with Your Group
• Agreeing on Expectations
• Dealing With Problems
• Study in Groups

The idea of time management might be new to you. Basically, time management strategies allow you to plan out your time so that you can get things done and have a more balanced, less stressful life. In this module, we’ll explore why you need time management techniques, how to figure out how much time you actually need to accomplish your tasks.

Time Audit: How much time do you need to get everything done in a week?

Time Audit: How much time do you need to get everything done in a week? Accessible Version - Opens in a new window

Your Time Management Needs

• Your Use of Time
• Being Realistic About Your Time

Below are two videos that describe two types of typical college students: a recent high school graduate and a mature student. In additions, you can complete the Time Audit activity to assess your personal time needs.

How to Be Realistic About Your Time

Based on the earlier activity, you now know how many hours you need in a week to meet your personal and school commitments. Watch this video or read the information below for some tips and tools to help you manage your time and bring some balance to your week.

Questions to assess your time needs

Effective time management means creating a balance that allows you to do the things you need to do without getting completely overwhelmed and stressed. This requires being realistic about how much time you need. Try asking yourself these questions:

How much time do I actually have?

There are 24 hours a day, and 168 hours in a week. It sounds like a lot until you consider that you’ll spend some of that time sleeping, eating, getting from place to place, and other things like that. You may be surprised at how much time some little tasks take!

How much time do I need for school work outside of class?

Depending on your program, you should be spending about an average of 1 hour outside of class for every hour you spend in class. For example, 18 hours of class every week means 18 hours every week working on assignments, studying for tests, doing readings, preparing for labs,etc. Added to class time, that’s 36 hours every week - the equivalent of a full time job!

How can I balance my time?

Think about when you will do your outside-of-class work. Consider the following:.

• Spread it out. If you have six hours of class on Tuesday, you don’t necessarily need to go home and study for another six hours. You could plan that study time for a lighter class day, or on the weekend, when you have more time. When you spread out your study time over 7 days of the week, it will likely take you only 2-3 hours per day outside of class time. Working a little every day will be better for establishing a routine, and it will also improve your learning and memory.
• Plan study time for when you are best able to do your work. For example, how effective are you at 1 o'clock in the morning? Not all hours are created equal. One hour of good quality study time is better than three hours when nothing is sinking in. It’s just as much about quality as quantity.
• Consider how your workload might change throughout the semester. Earlier on in the semester, you likely won’t have a lot of big assignments and tests to worry about; however, as the semester goes on, your workload will increase. You’ll likely have several large assignments and tests due all around the same time. Remember that you can think beyond just one week at a time. If you have several busy weeks later in the semester, it can help to get started in an earlier week, when you have more time.
• Your Workload Tipsheet Check out this tipsheet for an illustration of how your workload will change throughout the semester:
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• Last Updated: Oct 16, 2023 1:33 PM
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