ABSTRACT This study aims to examine the emotion management skills of the students attending the School of Physical Education and Sports (SPES) including the Department of Coaching Training (DCT), the Department of Teaching Physical Education and Sports (DTPES) and the Department of Sports Management (DSM) in Çukurova University. A total of 441 volunteers consisting of 165 female and 276 male students with the mean age of 22.86±2.75 years were participated in this study. The distributions of the participants were 153 from the DSM, 174 from DCT and 114 from DTPES. ‘’Emotion Management Skills Scale’’ (EMSS) developed by Çeçen (2002) was used. This study showed that there was a significant difference only in the sub-dimensions of emotion management called ‘’coping with problems’’ among DCT, DTPES and DSM (p< 0.01) in males. All the sub-dimensions of EMSS among the departments were significantly differentiated in females (p < .05; p< 0.1). In all participants there were significant differences (p<0.05) among the departments in all subdimensions except ‘’the ability to express emotions verbally’’. Generally, there were statistically significant differences between two genders, only in the sub-dimensions including ‘’the ability to control negative somatic/physical reactions’’ and ”anger management” (p<0.05). In conclusion, SPES students need the EMS for interpreting, controlling and managing their emotions observed within sportive, social and academic life.
IN ORGANIZATIONAL COMPETITIVENESS CHUAN LIN Business School of Nankai University CHRISTINA YU-PING WANG, CHEN-YU WANG, AND BIH-SHIAW JAW National Sun Yat-sen University Drawing upon human capital theory, we empirically tested the relationships among human capital management, employees’ value and uniqueness, and organizational competitiveness. To do this, we adopted a quantitative approach via multiple regression analysis with 183 participants from Taiwan and Mainland China. Results showed that human capital development and deployment were positively associated with both value and uniqueness of employees in Taiwan and also in Mainland China. This indicated that development and deployment practices, such as training and job design, were conducive to increasing employees’ value and uniqueness. In addition, the positive relationship between human capital and employees’ value that was observed in a Mainland Chinese context was not observed in Taiwan, which indicates that contextual differences affected methods of attracting talented employees. We found it surprising that in neither Taiwan nor Mainland China were organizations capable of retaining unique employees. Practical and theoretical implications of our findings are discussed.
Testing the Replicability of a Successful Care Management Program: Results from a Randomized Trial and Likely Explanations for Why Impacts Did Not Replicate G. Greg Peterson, Jelena Zurovac, Randall S. Brown, Kenneth D. Coburn, Patricia A. Markovich, Sherry A. Marcantonio, William D. Clark, Anne Mutti, and Cara Stepanczuk
SEUNG-WAN KANG Gachon University SU-DOL KANG Korea University To investigate the relationship between high-commitment human resource management (HRM) and job stress, we adopted a universalistic perspective, which is a strategic HRM approach, as our theoretical basis in this study. Participants, who were employees (N = 2,036) of a multinational company operating in South Korea, completed measures of job stress, perception of high-commitment HRM, and perceived supervisor support. Hierarchical regression analyses produced the following results: employee recognition of high-commitment HRM reduced job stress, perceived supervisor support significantly reduced job stress, and perceived supervisor support reinforced the effect of high-commitment HRM in lessening job stress. On the basis of these empirical results, we propose both theoretical and practical implications and discuss the study limitations.
