The current globalized working context, the complexity of
organizations, the existence of teams with heterogeneous knowledge and skills, multidisciplinary academics, knowledge
workers, and the uniqueness of labour, make it necessary for the
employee to have prior self-recognition in favour of better time
management (TM). The main objective of this work is to present
a proposal for a new flexible
... [Show full abstract] TM model, which considered the
comparative analysis of different TM models, as well as the study
of Philip Zimbardo’s time perspectives. For this purpose, the
strengths and weaknesses of several models in the literature were
analysed, in order to build an improved proposal, essentially in
terms of time and individuality. In fact, in general, it was found
that the current models do not distinguish between different
temporal perspectives, not alluding to the uniqueness of each
human being. Thus, to overcome some of the limitations of the
current existing models, the proposed model is based on three
pillars: time perspective (TP), self-recognition and TM
behaviours. The preliminary results of the investigation indicate
that, in this way, the proposed flexible time management model
may become a more suitable personalized tool.