Investigation of the effect of swimming programs on improving vocational relationships


Iman Nazerian, Mohammad Reza Iravani


Recreational activities play important role on workers' health conditions and improve people's creativity. Steel industry is one of industries, where workers mainly face with hard working conditions. There are various techniques to help human resources increase their potentials such as providing recreational centers, athletic facilities, etc. In this paper, we study the impact of regular swimming exercises on improving the efficiency of employees in management level in a steel complex unit called Mobarakeh Steel Complex. In this company, there were about 85 middle level managers and supervisors and the proposed study selects 30 people, randomly and divides them into two equal groups. In the first stage of the study, questionnaire of vocational relation are distributed among the participants of this study and some important factors, which could improve vocational relationships are measured. Next, the experimental groups are invited to take part in some selective aerobic programs for 8 weeks and 3 sessions per week and 1 hour and 15 minutes per session, regularly. Finally, we repeat the same experiments after the aerobic programs end and compare the results with the first one. The preliminary results indicate that the routine swimming programs have increased people self confidence, creativity and working group skills.


DOI: j.msl.2011.10.016

Keywords: Recreational activities ,Vocational relationships ,Productivity ,Efficiency ,Swimming

How to cite this paper:

Nazerian, I., Iravani, M & Iran, S. (2012). Investigation of the effect of swimming programs on improving vocational relationships.Management Science Letters, 2(3), 903-910.


References

Becker, B.E., & Gerhart, B. (1996). The impact of human resource management on organizational performance: progress and prospects. Academy of Management Journal, 39(4), 779-801.

Bolwijn, P.T., & Kumpe, T. (1996). About facts, fiction and forces in human resources management. Human Systems Management, 15(3), 161-72.Chikuji, K., Motoyama, M., Ohto, H., Morita, T., Sunami, Y., Tanaka, M., & Shindo, M. (1999). The effects of low intensity aerobic training on the physiological indexes and the quality of life in middle-aged white collar workers. Sangyo Eiseigaku Zasshi, 41(3), 63-71.

Coulson, J.C., McKenna, J., & Field, M. (2008). Exercising at work and self-reported work performance. International Journal of Workplace Health Management, 1(3), 176-197.

Cronbach, L. J. (1951). Coefficient alpha and the internal structure of tests. Psychometrika, 16(3), 297-334.

Delery, J.E., & Doty, D.H. (1996). Modes of theorizing in strategic human resource management: tests of universalistic, contingency and configurational performance predictions. Academy of Management Journal, 39(4), 802-35.Einspruch, E.M. (1996). Quality function deployment (QFD): application to rehabilitation services. International Journal of Health Care Quality Assurance, 9(3), 41-46.

Helge, J.W., Damsgaard, R., Overgaard, K., Andersen, J. L., Donsmark, M., Dyrskog, S.E., Hermansen, K., Saltin, B., & Daugaard, J. R. (2008). Low-intensity training dissociates metabolic from aerobic fitness. Scandinavian Journal of Medicine & Science in Sports, 18(1), 86-94.

Hambley, L.A., O’Neill, T.A., & Kline, T.J.B. (2007). Virtual team leadership: The effects of leadership style and communication medium on team interaction styles and outcomes. Organizational Behavior and Human Decision Processes, 103(1), 1-20.

Scott, A.C., Roe, N., Coats, A.J.S., & Piepoli, M.F. (2003). Aerobic exercise physiology in a professional rugby union team. International Journal of Cardiology, 87(2-3), 173-177.

Storey, J., & Sisson, K. (1993). Managing Human Resources and Industrial Relations. Open University Press, Buckingham.

Sobhanallahi, A., & Shayan, E. (1998). Effect of cell based team work in productivity improvement at a manufacturing company, 35(3-4), 451-454.

Thompson, J. (1997). Employee health programmes: a model designed for a local company. Journal of Workplace Learning, 9(2), 83-87.