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Статті в журналах з теми "Employee health promotion"

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Автор: Grafiati

Опубліковано: 4 червня 2021

Оновлено: 3 березня 2023

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1

Harris, Jeffrey R., Christine M. Kava, Kwun C. Gary Chan, Marlana J. Kohn, Kristen Hammerback, Amanda T. Parrish, Christian D. Helfrich, and Peggy A. Hannon. "Pathways to Employee Outcomes in a Workplace Health Promotion Program." American Journal of Health Promotion 36, no. 4 (January 4, 2022): 662–72. http://dx.doi.org/10.1177/08901171211066898.

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Purpose This study examined the relationship between employee outcomes and employer implementation of evidence-based interventions (EBIs) for chronic disease prevention. Design Cross-sectional samples collected at 3 time points in a cluster-randomized, controlled trial of a workplace health promotion program to promote 12 EBIs. Setting King County, WA. Sample Employees of 63 small, low-wage workplaces. Measures Employer EBI implementation; 3 types of employee outcomes: perceived implementation of EBIs; perceived employer support for health; and health-related behaviors, perceived stress, depression risk, and presenteeism. Analysis Intent-to-treat and correlation analyses using generalized estimating equations. We tested bivariate associations along potential paths from EBI implementation, through perceived EBI implementation and perceived support for health, to several employee health-related outcomes. Results The intent-to-treat analysis found similar employee health-related behaviors in intervention and control workplaces at 15 and 24 months. Workplaces implemented varying combinations of EBIs, however, and bivariate associations were significant for 4 of the 6 indicators of physical activity and healthy eating, as well as perceived stress, depression risk, and presenteeism. We did not find significant positive associations for cancer screening and tobacco cessation. Conclusion Our findings support broader dissemination of EBIs for physical activity and healthy eating, as well as more focus on improving employer support for employee health. They also suggest we need better interventions for cancer screening and tobacco cessation.

2

von Thiele Schwarz, Ulrica, Hanna Augustsson, Henna Hasson, and Terese Stenfors-Hayes. "Promoting Employee Health by Integrating Health Protection, Health Promotion, and Continuous Improvement." Journal of Occupational and Environmental Medicine 57, no. 2 (February 2015): 217–25. http://dx.doi.org/10.1097/jom.0000000000000344.

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3

McCleary, Katherine, Ron Z. Goetzel, Enid Chung Roemer, Jeff Berko, Karen Kent, and Hector De La Torre. "Employer and Employee Opinions About Workplace Health Promotion (Wellness) Programs." Journal of Occupational and Environmental Medicine 59, no. 3 (March 2017): 256–63. http://dx.doi.org/10.1097/jom.0000000000000946.

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4

Lichtenthaler, Philipp Wolfgang, and Andrea Fischbach. "Leadership, job crafting, and employee health and performance." Leadership & Organization Development Journal 39, no. 5 (July 2, 2018): 620–32. http://dx.doi.org/10.1108/lodj-07-2017-0191.

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Purpose The purpose of this paper is to integrate the effects of top-down leadership and employees’ bottom-up job crafting behaviors on employee health and performance. The authors expected that employees’ promotion- and prevention-focused job crafting act as intervening mechanisms linking top-down employee-oriented leadership with employee health and performance. Design/methodology/approach Multi-source data were collected among n=117 independent employee-leader dyads. Findings Promotion-focused job crafting was positively and prevention-focused job crafting was negatively related to employees’ health and performance. Employee-oriented leadership was positively related to promotion-focused job crafting but unrelated to prevention-focused job crafting. Employee-oriented leadership was indirectly related to health and performance through promotion-focused job crafting. Moreover, promotion-focused job crafting had the strongest positive impact on adaptive performance, followed by proactive and then task performance, while prevention-focused job crafting had the strongest negative impact on task performance followed by proactive and then adaptive performance. Research limitations/implications Despite the cross-sectional study design, results reveal how employee-oriented leadership is related to employee health and performance through promotion-focused job crafting. Practical implications Organizations need employee-oriented leaders, who facilitate promotion-focused job crafting, which helps employees to perform well while staying well. Originality/value This study adds to the literatures on job crafting, leadership, and employee health and performance by explicating intervening processes in these relationships. It adds to research on the extended job demands-resources job crafting model by showing, that promotion- and prevention-focused job crafting has different relationships with antecedents (i.e. leadership) and outcomes (i.e. health and performance).

5

Ljungblad, Cecilia, Fredrik Granström, Lotta Dellve, and Ingemar Åkerlind. "Workplace health promotion and working conditions as determinants of employee health." International Journal of Workplace Health Management 7, no. 2 (June 3, 2014): 89–104. http://dx.doi.org/10.1108/ijwhm-02-2013-0003.

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Purpose – The purpose of this paper is to investigate general psychosocial work conditions and specific workplace health promotion (WHP) measures in relation to employee health and sickness absence in Swedish municipal social care organizations. Design/methodology/approach – In a random sample of 60 out of the 290 municipalities in Sweden, 15,871 municipal social care employees working with elderly and disabled clients were sent a questionnaire concerning psychosocial work environment, WHP, and self-rated health. The responses (response rate 58.4 per cent) were complemented by register data on sickness absence (>14 days). All data were aggregated to employer level. Findings – A structural equation modelling analysis using employer-level data demonstrated that employers with more favourable employee ratings of the psychosocial work conditions, as well as of specific health-promoting measures, had better self-rated health and lower sickness absence level among employees. Practical implications – The results from this representative nationwide sample of employers within one sector indicate that employers can promote employee health both by offering various health-specific programmes and activities, such as work environment education, fitness activities, and lifestyle guidance, as well as by forming a high-quality work environment in general including developmental and supportive leadership styles, prevention of role conflicts, and a supportive and comfortable social climate. Originality/value – This study with a representative nationwide sample demonstrates: results in line with earlier studies and explanations to the challenges in comparing effects from specific and general WHP interventions on health.

6

Onufrak, Stephen J., Kathleen B. Watson, Joel Kimmons, Liping Pan, Laura Kettel Khan, Seung Hee Lee-Kwan, and Sohyun Park. "Worksite Food and Physical Activity Environments and Wellness Supports Reported by Employed Adults in the United States, 2013." American Journal of Health Promotion 32, no. 1 (September 4, 2016): 96–105. http://dx.doi.org/10.1177/0890117116664709.

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Purpose: To examine the workplace food and physical activity (PA) environments and wellness culture reported by employed United States adults, overall and by employer size. Design: Cross-sectional study using web-based survey on wellness policies and environmental supports for healthy eating and PA. Setting: Worksites in the United States. Participants: A total of 2101 adults employed outside the home. Measures: Survey items were based on the Centers for Disease Control and Prevention Worksite Health ScoreCard and Checklist of Health Promotion Environments and included the availability and promotion of healthy food items, nutrition education, promotion of breast-feeding, availability of PA amenities and programs, facility discounts, time for PA, stairwell signage, health promotion programs, and health risk assessments. Analysis: Descriptive statistics were used to examine the prevalence of worksite environmental and facility supports by employer size (<100 or ≥100 employees). Chi-square tests were used to examine the differences by employer size. Results: Among employed respondents with workplace food or drink vending machines, approximately 35% indicated the availability of healthy items. Regarding PA, 30.9% of respondents reported that their employer provided opportunities to be physically active and 17.6% reported worksite exercise facilities. Wellness programs were reported by 53.2% working for large employers, compared to 18.1% for smaller employers. Conclusion: Employee reports suggested that workplace supports for healthy eating, PA, and wellness were limited and were less common among smaller employers.

7

Buxbaum, Robert C. "Healthier Workers: Employee Promotion and Employee Assistance Programs." Journal of Health Politics, Policy and Law 12, no. 2 (1987): 364–66. http://dx.doi.org/10.1215/03616878-12-2-364.

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8

Nöhammer, Elisabeth, Harald Stummer, and Claudia Schusterschitz. "Improving employee well-being through worksite health promotion? The employees’ perspective." Journal of Public Health 19, no. 2 (September 24, 2010): 121–29. http://dx.doi.org/10.1007/s10389-010-0364-4.

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9

Young, Joyce M. "Maximizing Employee Health Promotion with Electronic Communications." Journal of Occupational & Environmental Medicine 39, no. 4 (April 1997): 359. http://dx.doi.org/10.1097/00043764-199704000-00046.

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10

Nöhammer, Elisabeth, Claudia Schusterschitz, and Harald Stummer. "Employee perceived effects of workplace health promotion." International Journal of Workplace Health Management 6, no. 1 (March 22, 2013): 38–53. http://dx.doi.org/10.1108/17538351311312312.

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11

Dickson-Swift, Virginia, Christopher Fox, Karen Marshall, Nicky Welch, and Jon Willis. "What really improves employee health and wellbeing." International Journal of Workplace Health Management 7, no. 3 (September 2, 2014): 138–55. http://dx.doi.org/10.1108/ijwhm-10-2012-0026.

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Purpose – Factors for successful workplace health promotion (WHP) are well described in the literature, but often sourced from evaluations of wellness programmes. Less well understood are the features of an organisation that contribute to employee health which are not part of a health promotion programme. The purpose of this paper is to inform policy on best practice principles and provide real life examples of health promotion in regional Victorian workplaces. Design/methodology/approach – Individual case studies were conducted on three organisations, each with a health and wellbeing programme in place. In total, 42 employers and employees participated in a face to face interview. Interviews were transcribed verbatim and the qualitative data were thematically coded. Findings – Employers and senior management had a greater focus on occupational health and safety than employees, who felt that mental/emotional health and happiness were the areas most benefited by a health promoting workplace. An organisational culture which supported the psychosocial needs of the employees emerged as a significant factor in employee's overall wellbeing. Respectful personal relationships, flexible work, supportive management and good communication were some of the key factors identified as creating a health promoting working environment. Practical implications – Currently in Australia, the main focus of WHP programmes is physical health. Government workplace health policy and funding must expand to include psychosocial factors. Employers will require assistance to understand the benefits to their business of creating environments which support employee's mental and emotional health. Originality/value – This study took a qualitative approach to an area dominated by quantitative biomedical programme evaluations. It revealed new information about what employees really feel is impacting their health at work.

12

Aldana, Steven G., and Nicolaas P. Pronk. "Health Promotion Programs, Modifiable Health Risks, and Employee Absenteeism." Journal of Occupational and Environmental Medicine 43, no. 1 (January 2001): 36–46. http://dx.doi.org/10.1097/00043764-200101000-00009.

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13

Koinig, Isabell, and Sandra Diehl. "Healthy Leadership and Workplace Health Promotion as a Pre-Requisite for Organizational Health." International Journal of Environmental Research and Public Health 18, no. 17 (September 2, 2021): 9260. http://dx.doi.org/10.3390/ijerph18179260.

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(1) Background: Increasing stress levels at the workplace constitute a concerning organizational trend, challenging not only employees but also organizations alike, as it is in most instances associated with increasing workloads. In consequence, employees have started to demand that organizations begin to accept responsibility for their health and well-being. The present contribution seeks to investigate, to which extent individuals are able to deal with stress and whether their employers and respective supervisors (leaders) accept responsibility for their health, for instance, by leading by example. In addition, the existence and support generated by the organization in form of Workplace Health Promotion (WPHP) is inquired. (2) Methods: Semi-structured qualitative interviews with 40 (full and part-time) employees from two European countries were conducted. (3) Results: The study with employees from Austria and Germany (n = 40) confirmed that employees have started to recognize the potential of the workplace as an environment, where individual health can be enhanced. Yet, the results showed that only a few companies have already put some WPHP measures into practice. Likewise, the implementation of healthy leadership is rather limited to date. (4) Conclusions: At present, companies are still more likely to delegate responsibility for employee health and well-being to their staff, having not fully realized the potential of healthy leadership and organizational health promotion. There is great potential to increase WPHP measures on the employer side, through both healthy leadership and supporting WPHP measures.

14

Mavis, Brian E., Thomas J. Stachnik, Carl A. Gibson, and Bertram E. Stöffelmayr. "Issues Related to Participation in Worksite Health Promotion: A Preliminary Study." American Journal of Health Promotion 7, no. 1 (September 1992): 53–60. http://dx.doi.org/10.4278/0890-1171-7.1.53.

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Purpose. The purpose of this study was to identify characteristics associated with participation in worksite-based health promotion activities. Design. Follow-up interviews were used to identify demographic, attitudinal, and behavioral differences among three employee groups. Reasons employees chose not to participate in health promotion activities were also explored. Setting. All respondents were employed at a large midwestern university and were eligible to participate in free onsite health fairs and health promotion programs. Subjects. A stratified random sample of 89 nonparticipants, health fair participants, and behavior change program participants was interviewed. Measures. The interview was comprised of questions related to demographic information, personal health habits, physical activity, perceived health status, perceived self-efficacy, worksite norms, health promoting lifestyle factors, and knowledge about health promotion activities. Results. ANOVA and chi-squared comparisons revealed few group differences. Graduate students and employees with advanced degrees were most likely to take part in health fairs. Behavior change program participants were older, clerical-technical staff members, and women. Faculty members were least likely to participate. A lack of time was the most often cited reason for nonparticipation. Conclusions. The study was retrospective and the analyses limited due to low statistical power. The results suggest that different groups of employees are attracted to different types of health promotion activities.

15

Linnan, Laura, Bryan Weiner, Amanda Graham, and Karen Emmons. "Manager Beliefs regarding Worksite Health Promotion: Findings from the Working Healthy Project 2." American Journal of Health Promotion 21, no. 6 (July 2007): 521–28. http://dx.doi.org/10.4278/0890-1171-21.6.521.

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Purpose. To explore differences in manager beliefs about worksite health promotion programs (HPPs). Design. Cross-sectional written survey. Setting. Twenty-four manufacturing worksites, with 11,811 employees and 1719 eligible managers. Subjects. Sixty-six percent (1133/1719) of managers completed the survey; 1047 managers were categorized by level (169 senior, 567 middle, and 311 line supervisors). Analysis. Results are reported on overall manager beliefs (and by manager level) about importance, efficacy, barriers, and benefits of HPPs. Multilevel analysis modeled the influence of manager level, age, and experience with HPPs on beliefs about HPPs, while accounting for worksite-level effects. Results. Seventy-five percent of managers believed that offering HPPs is highly important. Eighty percent believed that HPPs improved employee health, 68% believed that they reduced health care costs, and 67% believed that they improved employee morale. Few significant differences by manager level were observed on the perceived importance of health promotion, employer responsibilities for health promotion and protection, and efficacy of health promotion strategies or perceived benefits. Senior managers (vs. line supervisors) were significantly less likely to believe that space or cost was a barrier to offering HPPs and were less likely than middle managers or line supervisors to believe that production conflicts were barriers to offering HPPs. Conclusion. Targeted interventions to address manager beliefs, including differences by age, experience, and manager level, are worth consideration when planning worksite HPPs.

16

Lovato, Chris Y., and Lawrence W. Green. "Maintaining Employee Participation in Workplace Health Promotion Programs." Health Education Quarterly 17, no. 1 (March 1990): 73–88. http://dx.doi.org/10.1177/109019819001700108.

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17

Nöhammer, Elisabeth, Claudia Schusterschitz, and Harald Stummer. "Determinants of employee participation in workplace health promotion." International Journal of Workplace Health Management 3, no. 2 (June 29, 2010): 97–110. http://dx.doi.org/10.1108/17538351011055005.

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18

Sarvela, Paul D., Derek R. Holcomb, Julie K. Huetteman, Srijana M. Bajracharya, and Justin A. Odulana. "A University Employee Health Promotion Program Needs Assessment." Journal of Health Education 22, no. 2 (April 1991): 116–20. http://dx.doi.org/10.1080/10556699.1991.10628803.

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19

Lukes, Eileen. "Book Review: Guidelines for Employee Health Promotion Programs." AAOHN Journal 42, no. 1 (January 1994): 46. http://dx.doi.org/10.1177/216507999404200111.

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John Fisher, K., Sigrid Deeds, and Roderick Siebel. "Strengthening health promotion in Australian workplaces." Australian Health Review 20, no. 1 (1997): 31. http://dx.doi.org/10.1071/ah970031.

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The Australian workplace has emerged as an important venue for influencing thehealth of employees through regulations and behaviour change programs. Recentsurveys have highlighted a growth in this activity but the effectiveness of these programsin changing unhealthy work practices and policies is questionable. The need forstrengthening programs by stronger designs and evaluation, and addressingorganisational factors and employee participation in planning and implementationprocesses is documented. Efforts in that direction in Queensland are cited. Buildingon these existing foundations, redirecting existing resources, and building intersectoralcooperation in public?private partnerships hold a creative, exemplary vision of thefuture for Australian workplace programming.

21

Kaluza, Antonia Johanna, Franziska Weber, Rolf Van Dick, and Nina Junker. "The Relevance of Employees’ Expectations Regarding Leaders’ Health Promotion for Employee Well-Being." Academy of Management Proceedings 2020, no. 1 (August 2020): 14987. http://dx.doi.org/10.5465/ambpp.2020.14987abstract.

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22

Fehér, János, and Matthias Reich. "Perceived impacts of company Workplace Health Promotion on employment relationship." Journal of Eastern European and Central Asian Research (JEECAR) 7, no. 3 (December 1, 2020): 238–54. http://dx.doi.org/10.15549/jeecar.v7i3.357.

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Workplace Health Promotion (WHP) as part of Workplace Health Management (WHM) is an emerging function within organizational HRM. Research has investigated the economic feasibility of WHM by examining health-related productivity losses and presenteeism but has also shown connections of WHM and employee reactions, i. a. happiness, confidence, job satisfaction, and perceptions of being cared for by employers. The goal of this paper is to examine possible impacts of WHM, and especially WHP on certain motivational and emotional aspects of the employment relationship, namely the perceived attractiveness of the employer, and perceived impacts of WHM/WHP on emotional atmosphere, work motivation, commitment of the employees, and the number of voluntary quits.

23

Van Staden, Werdie. "THE BROADENED SCOPE OF A PERSON-CENTERED APPROACH TO WORK, HEALTH, AND WELL-BEING." International Journal of Person Centered Medicine 9, no. 4 (October 13, 2021): 9–16. http://dx.doi.org/10.5750/ijpcm.v9i4.1014.

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Background: Person-centered medicine (PCM) broadens the practical scope in health practice beyond patient-centered medicine. Objectives: The objective of this article is to consider what a broadened scope mean in understanding how employment/work relates to the promotion of health and well-being of the patient and the practitioner. Method: The conceptual scope of PCM is applied in considering the connections of work with health and well-being. The scope of occupational health is accordingly expanded in accounting for the work and well-being of the patient and the practitioner. Results: PCM puts the person and people before their work. It recognizes that an employed person, whether patient or practitioner, works in a context that is interpersonal and in which all the role players contribute to a healthy milieu. This means that a healthy work–life balance should not be pursued merely as an attribute of an individual, but as a pursuit to which all role players should actively contribute and take joint responsibility. Both the employer and the employee should accordingly invest in a healthy work–life balance, for example. An employer that recognizes in a person-centered way its role in the well-being of its employee is investing in the employee as a valued asset not merely by attending to the person’s ill health and the prevention of ill health and burnout (as is commonly the objective in occupational health programs), but by promoting his or her positive health and well-being. Furthermore, PCM guides the pursuit of a person’s well-being in a healthy work context by accounting for the person’s subjective experiences, values, preferences and interests. Conclusion: PCM provides for an approach to a healthy work context in which the patient or the practitioner may flourish through active investments for which both the employer and the employee should take responsibility.

24

Carter, William B., Gilbert S. Omenn, Mona Martin, Carolyn Crump, Jo Anne Grunbaum, and O. Dale Williams. "Characteristics of Health Promotion Programs in Federal Worksites: Findings from the Federal Employee Worksite Project." American Journal of Health Promotion 10, no. 2 (November 1995): 140–47. http://dx.doi.org/10.4278/0890-1171-10.2.140.

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Purpose. To describe how well-established health promotion programs at selected federal worksites were designed, organized, and implemented and to identify factors related to employee participation. Design. This descriptive study related characteristics of the health promotion program, worksites, and workforce to employee participation and perceptions of program impacts. Setting. The study was conducted at 10 established federal worksite health promotion programs in various regions of the country. Subjects. A total of 3403 of 5757 federal employees (59%) sampled completed employee surveys. Measures. Study data were collected from on-site observations, interviews, focus groups, and employee surveys. Results. Overall, program participation rates were high, and employees reported positive impacts on their health and attitudes toward the agency. Participation in health screening, perceived program convenience, and perceived support by management and others were important determinants of participation and of perceived work-related outcomes. Conclusions. Although site selection and response rate limit generalizability, the sites evaluated represent a broad cross-section of different types and sizes of agencies. The findings should be relevant in many other settings. Study programs compare favorably with private sector programs. Employees viewed the programs very positively. The most cogent challenge in justifying these, and perhaps other, worksite programs is that most participants already or simultaneously engage in health promotion activities elsewhere “on their own.”

25

Robbins, Rebecca, Chandra L. Jackson, Phoenix Underwood, Dorice Vieira, Giradin Jean-Louis, and Orfeu M. Buxton. "Employee Sleep and Workplace Health Promotion: A Systematic Review." American Journal of Health Promotion 33, no. 7 (April 7, 2019): 1009–19. http://dx.doi.org/10.1177/0890117119841407.

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Objective: Workplace-based employee health promotion programs often target weight loss or physical activity, yet there is growing attention to sleep as it affects employee health and performance. The goal of this review is to systematically examine workplace-based employee health interventions that measure sleep duration as an outcome. Data Source: We conducted systematic searches in PubMed, Web of Knowledge, EMBASE, Scopus, and PsycINFO (n = 6177 records). Study Inclusion and Exclusion Criteria: To be included in this systematic review, studies must include (1) individuals aged >18 years, (2) a worker health-related intervention, (3) an employee population, and (4) sleep duration as a primary or secondary outcome. Results: Twenty studies met criteria. Mean health promotion program duration was 2.0 months (standard deviation [SD] = 1.3), and mean follow-up was 5.6 months (SD = 6.5). The mean sample size of 395 employees (SD = 700.8) had a mean age of 41.5 years (SD = 5.2). Measures of sleep duration included self-report from a general questionnaire (n = 12, 66.6%), self-report based on Pittsburgh Sleep Quality Index (n = 4, 22.2%), and self-report and actigraphy combined (n = 5, 27.7%). Studies most commonly included sleep hygiene (35.0%), yoga (25.0%), physical activity (10.0%), and cognitive–behavioral therapy for insomnia (10.0%) interventions. Across the interventions, 9 different behavior change techniques (BCTs) were utilized; the majority of interventions used 3 or fewer BCTs, while 1 intervention utilized 4 BCTs. Study quality, on average, was 68.9% (SD = 11.1). Half of the studies found workplace-based health promotion program exposure was associated with a desired increase in mean nightly sleep duration (n = 10, 50.0%). Conclusions: Our study findings suggest health promotion programs may be helpful for increasing employee sleep duration and subsequent daytime performance.

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Donatelle, Rebecca J., and Michele J. Hawkins. "Employee Stress Claims: Increasing Implications for Health Promotion Programming." American Journal of Health Promotion 3, no. 3 (December 1988): 19–25. http://dx.doi.org/10.4278/0890-1171-3.3.19.

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Characterized as “the Nation's fastest growing occupational disease” by the National Council on Compensation Insurance, stress has become a major issue for corporate leaders today. With the recent rise in high cost stress claims, organizations have become interested in preventing potential stress problems. This article discusses types of stress claims, individual and occupational risks, reasons given for filing claims, efforts aimed at prevention, and future outlooks. Finally, the implications for health promotion programming in providing a multi-dimensional approach to preventing the physical, psychological and economic impact of stress, are discussed.

27

Mungai, Annette. "The Occupational Therapist's Role in Employee Health Promotion Programs." Occupational Therapy In Health Care 2, no. 4 (January 1985): 67–78. http://dx.doi.org/10.1080/j003v02n04_08.

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Mungai, Annette. "The Occupational Therapist's Role in Employee Health Promotion Programs." Occupational Therapy In Health Care 2, no. 4 (November 8, 1985): 67–78. http://dx.doi.org/10.1300/j003v02n04_08.

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29

Nöhammer, Elisabeth, Harald Stummer, and Claudia Schusterschitz. "Employee perceived barriers to participation in worksite health promotion." Journal of Public Health 22, no. 1 (September 11, 2013): 23–31. http://dx.doi.org/10.1007/s10389-013-0586-3.

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30

Conrad, Karen M., John E. Riedel, and James O. Gibbs. "Effect of Worksite Health Promotion Programs on Employee Absenteeism." AAOHN Journal 38, no. 12 (December 1990): 573–80. http://dx.doi.org/10.1177/216507999003801204.

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31

Harbin, Tomeka. "Examining Employee Perceptions to Improve Workplace Health Promotion Programs." Employment Relations Today 44, no. 1 (May 2017): 41–47. http://dx.doi.org/10.1002/ert.21613.

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Donaldson, Stewart I., Steve Sussman, Clyde W. Dent, Herbert H. Severson, and Jacqueline L. Stoddard. "Health Behavior, Quality of Work Life, and Organizational Effectiveness in the Lumber Industry." Health Education & Behavior 26, no. 4 (August 1999): 579–91. http://dx.doi.org/10.1177/109019819902600413.

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A major incentive for work-site health promotion activities has been the promise of increased company profitability. Some critics have challenged the economic argument based on distal outcomes such as increased employee longevity and less morbidity later in life. The purpose of this study was to examine the relationships between employee health behavior, quality of work life, and proximal organizationally valued outcomes. Data were collected from a stratified random sample of employees working at Pacific Lumber Company ( N = 146), the largest single-site lumber mill in California. Although employee sleep patterns predicted health care utilization and psychological well-being, for the most part employee health behaviors were not strong predictors of proximal organizational effectiveness factors. However, quality-of-work-life factors significantly predicted organizational commitment, absenteeism, and tardiness frequency. The findings suggest the value of improving the system of work in which employees are embedded as part of comprehensive work-site health promotion efforts.

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Gorgenyi-Hegyes, Eva, Robert Jeyakumar Nathan, and Maria Fekete-Farkas. "Workplace Health Promotion, Employee Wellbeing and Loyalty during Covid-19 Pandemic—Large Scale Empirical Evidence from Hungary." Economies 9, no. 2 (April 9, 2021): 55. http://dx.doi.org/10.3390/economies9020055.

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Corporate social responsibility (CSR) has become an innovative strategic management tool of socially and environmentally conscious business organizations in the 21st century. Although external CSR activities are better researched, firms’ internal CSR activities such as workplace health promotion and its impact on employee wellbeing are less understood, especially during a pandemic where job security is relatively lower in many sectors of employment. Additionally, wellbeing and good health have been recognized as important targets to achieve as part of the United Nation’s Sustainable Development Goal 3. Therefore, this study investigates the relationship between health-related work benefits and employee wellbeing, satisfaction and loyalty to their workplace. Large scale survey research was performed with responses from 537 employees in Hungary and 16 hypotheses were tested. Data analysis and path modelling using PLS-SEM (Partial Least Squares Structural Equation Modelling) reveal two-layers of factors that impact employee wellbeing, satisfaction and loyalty. We term this as ‘internal locus of control’ and ‘external locus of control’ variables. Internal locus of control variables such as mental and emotional health leads to wellbeing at the workplace but do not directly impact employee satisfaction and loyalty. In contrast, external locus of control factors such as healthcare support leads to wellbeing, satisfaction and loyalty. Employer commitment to healthcare support system is found pertinent especially during the pandemic. We discover wellbeing as a unique standalone construct in this study, which is vital as is it formed by mental and emotional wellbeing of employees, albeit not a determinant of employee workplace satisfaction and loyalty. We theorize workers’ self-reliance and preservation as possible explanations to the disassociation between employee wellbeing and loyalty to workplace during times of crisis and the pandemic.

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Sorensen, Glorian, Jean Hsieh, Mary K. Hunt, Diane H. Morris, Donald R. Harris, and Gordon Fitzgerald. "Employee Advisory Boards as a Vehicle for Organizing Worksite Health Promotion Programs." American Journal of Health Promotion 6, no. 6 (July 1992): 443–50. http://dx.doi.org/10.4278/0890-1171-6.6.443.

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Purpose. The purpose of this article is to describe the “employee advisory board model” applied in the Treatwell program, a worksite nutrition intervention program. Design. The employee advisory boards of five of the seven intervention worksites participating in the Treatwell program were surveyed. Results were compared with results of employee surveys conducted in these five worksites. Setting. The five worksites included in this study are among 16 participating worksites from Massachusetts and Rhode Island. Subjects. Of the 95 board members represented in the five worksites, 88% responded to the survey. This article also presents results from the 698 respondents of the five intervention worksites where the board surveys were conducted. Intervention. The boards in each worksite participated in planning, promoting, and implementing this program in each worksite. Measures. Respondents to the board survey were asked about their participation on and satisfaction with the board and factors they thought contributed to its effectiveness. A survey of all employees included information on demographics and program participation. Results. Board members reported that they were highly satisfied with the board's functioning. Board member hours spent on Treatwell activities were directly related to the proportion of employees aware of the program. (r = .82). The boards' effectiveness was limited by conflicting priorities between the job and board responsibilities. Conclusion. The employee advisory board model povides promise for increasing worker awareness of worksite health promotion programs through enhanced worker ownership.

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Aldana, Steven G., Bert H. Jacobson, Clifford J. Harris, and Patric L. Kelly. "Mobile Work Site Health Promotion Programs Can Reduce Selected Employee Health Risks." Journal of Occupational and Environmental Medicine 35, no. 9 (September 1993): 922–28. http://dx.doi.org/10.1097/00043764-199309000-00016.

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Larsson, Robert, Cecilia Ljungblad, Hélène Sandmark, and Ingemar Åkerlind. "Workplace health promotion and employee health in Swedish municipal social care organizations." Journal of Public Health 22, no. 3 (April 8, 2014): 235–44. http://dx.doi.org/10.1007/s10389-014-0616-9.

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Stein, Aryeh D., Sana Khoury Shakour, and Roy A. Zuidema. "Financial Incentives, Participation in Employer-Sponsored Health Promotion, and Changes in Employee Health and Productivity: HealthPlus Health Quotient Program." Journal of Occupational and Environmental Medicine 42, no. 12 (December 2000): 1148–55. http://dx.doi.org/10.1097/00043764-200012000-00005.

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Riedel, John E. "Employee Health Promotion: Blue Cross and Blue Shield Plan Activities." American Journal of Health Promotion 1, no. 4 (March 1987): 28–32. http://dx.doi.org/10.4278/0890-1171-1.4.28.

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Rost, Kathryn, Cathleen Connell, Kenneth Schechtman, Benico Barzilai, and Edwin B. Fisher. "Predictors of Employee Involvement in a Worksite Health Promotion Program." Health Education Quarterly 17, no. 4 (December 1990): 395–407. http://dx.doi.org/10.1177/109019819001700404.

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Chang, Shu-Fang. "Worksite Health Promotion - The Effects of an Employee Fitness Program." Journal of Nursing Research 11, no. 3 (September 2003): 227–30. http://dx.doi.org/10.1097/01.jnr.0000347639.48713.ec.

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Terry, Paul. "Is Health Promotion a Journey or a Destination?" American Journal of Health Promotion 32, no. 7 (August 12, 2018): 1486–88. http://dx.doi.org/10.1177/0890117118793589.

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Recent data on our progress in workplace-based health promotion should keep us grounded as we consider whether we are on track to planned destinations. One recent survey suggests employees view worksite wellness as a valuable employee benefit but another survey suggests employees are dissatisfied with their employers’ wellness offerings. What explains these differences? Is the program driven by a plan? Is the plan relevant to the company’s priorities? Was the plan developed using participatory planning principles?” A participant centered health promotion initiative means deciding a destination and planning how to get there alongside those you aspire to serve. This approach is far more likely to lead to alternative routes and, often, untested sources of data for finding the way. The urgent opportunity for workplace-based program planners is that of strategic planning that is guided by a continuous review of credible metrics such as those offered in best practices scorecards.

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Lankford, Tina, Jason Lang, Brian Bowden, and William Baun. "Workplace Health: Engaging Business Leaders to Combat Obesity." Journal of Law, Medicine & Ethics 41, S2 (2013): 40–45. http://dx.doi.org/10.1111/jlme.12108.

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Worksites are an important setting to promote healthy behaviors as 143 million adults are employed full-time and spend 8-10 hours per day at the workplace. Participation in health promotion programs have been shown to have a “dose response” relationship with health care costs, meaning health care costs decrease as employee involvement in health promotion activities in the workplace increase. Also from the employer perspective, it is important to note that obesity is a risk factor for many other chronic conditions, diabetes, heart disease, and cancer and is known to be related to increase injuries and health care costs. Motivating employees to participate in a number of wellness activities may provide benefits not only for obesity prevention but other desired outcomes such as: risk reduction, risk avoidance, reduced health costs, and improved productivity measures. Employers should be concerned as forecasts suggest that by 2030, 42% of the adult population will be obese. In fact, among employers, the costs of medical expenses and absenteeism increase as employees become more obese. The cost burden of obesity (BMI 30 or greater) ranges from $462-$2,027 among men and $1,372-$2,164 among women in comparison to normal-weight employees. However, halting this trend over the next few decades by maintaining (vs. increasing) current prevalence of obesity could potentially save billions in medical care expenditures related to obesity. Employers can be part of the solution by offering workplace wellness programs and facilitating opportunities for physical activity, access to healthier foods and beverages, and incentives for disease management and prevention to help prevent weight gain among their employees.

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Milner, Karen, Roseanne da Silva, Deepak Patel, and Sulaiman Salau. "How do we measure up? A comparison of lifestyle-related health risk factors among sampled employees in South African and UK companies." Global Health Promotion 25, no. 1 (July 12, 2016): 73–81. http://dx.doi.org/10.1177/1757975916656346.

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The need to address the growing prevalence of non-communicable diseases through changing the lifestyle behaviours that contribute to them has become a global priority. Settings-based health promotion strategies such as workplace health promotion programmes are growing in an attempt to start meeting this need. In order for settings-based health promotion programmes to be successful, they need to be based on the specific risk profiles of the population for whom they are designed. Workplace health promotion programmes are becoming popular in South Africa, but there are currently few data available about the health risks and lifestyle behaviours of the South African employed population. In order to obtain such data and reward workplace health promotion initiatives, Discovery Health initiated healthy company campaigns in South Africa and the UK. These campaigns took the form of a competition to assess the healthiest companies in each country. Through these campaigns, an extensive data set was collected encompassing UK and South African employees’ lifestyle behaviours and health risks. In this article, we used these data to compare self-reported physical activity levels, self-reported fruit and vegetable consumption, calculated BMI, self-reported smoking, mental health indicators, and health screening status of the UK and South African employee samples. We found significant differences across all measures, with the exception of self-reported fruit and vegetable consumption. The findings emphasise the importance of using local data to tailor workplace health promotion programmes for the population for which the programmes have been designed.

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Carter, Melondie, Susan Gaskins, and Lynda Shaw. "Employee Wellness Program in a Small Rural Industry: Employee Evaluation." AAOHN Journal 53, no. 6 (June 2005): 244–48. http://dx.doi.org/10.1177/216507990505300604.

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The primary purpose of this study was to determine employees' perceptions of a wellness program resulting from collaboration between a small rural industry and a College of Nursing. Focus group methods were used to elicit evaluative data from 27 employees. A semi-structured interview guide of open-ended questions was used to elicit information. The employees readily identified the screenings and information they had received related to hypertension, blood sugar, and cholesterol to be helpful. Health behavior changes the employees identified based on the health promotion activities and screenings included diet changes, different food preparations, and exercise. The screenings were found to be beneficial because they helped them to understand the significance of the results and how they could alter them with health behaviors. The repeated screenings provided an opportunity for them to see how health behavior changes had affected their results.

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Konovalova, Valeriya. "MENTAL HEALTH IN THE WORKPLACE: A NEW LEVEL OF PROBLEMS AND THEIR SOLUTIONS." Management of the Personnel and Intellectual Resources in Russia 11, no. 6 (February 6, 2023): 5–13. http://dx.doi.org/10.12737/2305-7807-2022-11-6-5-13.

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The article discusses the prospects for maintaining and improving mental health in the workplace. Statistical data reflecting the state of mental health of the staff are summarized. The main risk factors for mental health at work and their consequences are identified. A system of indicators is proposed that take into account the current WHO recommendations in the field of protecting and promoting mental health in the workplace and can be used to identify, analyze and justify the promotion of psychologically healthy practices in the workplace and include an assessment of the organizational culture that supports the mental health of employees, the availability of services and resources in the field of mental health, the use of stress management techniques, the state of mental health education of managers and employees that takes into account the needs of a diverse workforce, policies and practices to prevent sexual harassment, discrimination, workplace violence and bullying/ignorance, the existence of infrastructure that supports healthy behavior, management of workers and work-related factors that may affect mental health, etc. Conclusions about the need for an effective mental health strategy are substantiated, which should include both mental health promotion and policies and practices that promote a healthy work environment; reducing stigma to improve employee engagement and help create a supportive workplace culture.

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Širok, Klemen, Mojca Stubelj, Matej Voglar, Denisa Manojlović, Darinka Radoja, Suzana Laporšek, Matija Vodopivec, et al. "STAR-VITAL, a Four Year Comprehensive Workplace Health Promotion Program: Study Design." International Journal of Environmental Research and Public Health 19, no. 10 (May 11, 2022): 5854. http://dx.doi.org/10.3390/ijerph19105854.

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Background: Premature death, chronic disease, and productivity loss can be reduced with the help of programs that promote a healthy lifestyle. Workplace health promotion programs have been shown to be an efficient way of improving employee health. These can also benefit employers by improving retention, reducing worker turnover, and lowering healthcare costs. In Slovenia, a workplace health promotion program called “STAR-VITAL—Joint Measures for the Vitality of Older Workers” targeting small- and medium-sized enterprises has been ongoing since September 2017. We hypothesize that this workplace health promotion program will yield long-term health changes for the included employees and employers. Methods/Design: The manuscript presents a workplace health promotion program design that introduces some novel approaches and solutions to workplace health promotion program implementation. It also introduces a measurement of their effects that address the problem of low participation rates and the effectiveness of workplace health promotion programs, as follows: (1) the multifaceted and individualised approach to implementation, (2) customer relationship management (CRM) -based interaction management with program participants, and (3) impact evaluation based on employee health and labour market data observing both intermediate outcomes and the final outcomes based on national micro administrative data. Discussion: Although the novel approaches introduced with the STAR-VITAL program proved to be effective during the COVID-19 pandemic, they deserve the attention of scholars and practitioners. Further research is called for to further explore the potential of CRM in health promotion contexts, the effectiveness of multifaceted and individualised workplace health promotion program interventions, and micro administrative data-based impact evaluations. Conclusions: The STAR-VITAL program introduces several new approaches addressing the problem of low participation rates and the effectiveness of WHPPs. Further research is called for to discover and explore the potential of those novel approaches.

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Mills, Peter R., Ronald C. Kessler, John Cooper, and Sean Sullivan. "Impact of a Health Promotion Program on Employee Health Risks and Work Productivity." American Journal of Health Promotion 22, no. 1 (September 2007): 45–53. http://dx.doi.org/10.4278/0890-1171-22.1.45.

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Purpose. Evaluate the impact of a multicomponent workplace health promotion program on employee health risks and work productivity. Design. Quasi-experimental 12-month before-after intervention-control study. Setting. A multinational corporation headquartered in the United Kingdom. Subjects. Of 618 employees offered the program, 266 (43%) completed questionnaires before and after the program. A total of 1242 of 2500 (49.7%) of a control population also completed questionnaires 12 months apart. Intervention. A multicomponent health promotion program incorporating a health risk appraisal questionnaire, access to a tailored health improvement web portal, wellness literature, and seminars and workshops focused upon identified wellness issues. Measures. Outcomes were (1) cumulative count of health risk factors and the World Health Organization health and work performance questionnaire measures of (2) workplace absenteeism and (3) work performance. Results. After adjusting for baseline differences, improvements in all three outcomes were significantly greater in the intervention group compared with the control group. Mean excess reductions of 0.45 health risk factors and 0.36 monthly absenteeism days and a mean increase of 0.79 on the work performance scale were observed in the intervention group compared with the control group. The intervention yielded a positive return on investment, even using conservative assumptions about effect size estimation. Conclusion. The results suggest that a well-implemented multicomponent workplace health promotion program can produce sizeable changes in health risks and productivity.

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Hoert, Jennifer, Ann M. Herd, and Marion Hambrick. "The Role of Leadership Support for Health Promotion in Employee Wellness Program Participation, Perceived Job Stress, and Health Behaviors." American Journal of Health Promotion 32, no. 4 (December 5, 2016): 1054–61. http://dx.doi.org/10.1177/0890117116677798.

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Purpose: The purpose of the study was to explore the relationship between leadership support for health promotion and job stress, wellness program participation, and health behaviors. Design: A cross-sectional survey design was used. Setting: Four worksites with a range of wellness programs were selected for this study. Participants: Participants in this study were employees (n = 618) at 4 organizations (bank, private university, wholesale supplier, and public university) in the southeastern United States, each offering an employee wellness program. Response rates in each organization ranged from 3% to 34%. Measures: Leadership support for health promotion was measured with the Leading by Example instrument. Employee participation in wellness activities, job stress, and health behaviors were measured with multi-item scales. Analysis: Correlation/regression analysis and descriptive statistics were used to analyze the relationships among the scaled variables. Results: Employees reporting higher levels of leadership support for health promotion also reported higher levels of wellness activity participation, lower job stress, and greater levels of health behavior ( P = .001). To ascertain the amount of variance in health behaviors accounted for by the other variables in the study, a hierarchical regression analysis revealed a statistically significant model (model F7,523 = 27.28; P = .001), with leadership support for health promotion (β = .19, t = 4.39, P = .001), wellness activity participation (β = .28, t = 6.95, P < .001), and job stress (β = −.27, t = −6.75, P ≤ .001) found to be significant predictors of health behaviors in the model. Exploratory regression analyses by organization revealed the focal variables as significant model predictors for only the 2 larger organizations with well-established wellness programs. Conclusion: Results from the study suggest that employees’ perceptions of organizational leadership support for health promotion are related to their participation in wellness activities, perceived job stress levels, and health behaviors.

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Das, Bhibha M., Melanie Sartore-Baldwin, and Matthew T. Mahar. "The Invisible Employee: University Housekeeping Employees’ Perceptions of Physical Activity." Journal of Physical Activity and Health 13, no. 9 (September 2016): 952–56. http://dx.doi.org/10.1123/jpah.2015-0509.

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Background:A significant literature links race and socioeconomic status with physical inactivity and negative health outcomes. The aim of this study was to explore physical activity (PA) perceptions of an underserved, lower socioeconomic minority sector of the workforce.Methods:Two focus groups were conducted to examine university housekeepers’ perceptions of physical activity. Demographic and anthropometric data were also obtained.Results:Participants (N = 12; 100% female, 100% African-American) overwhelmingly associated PA with traditional exercise (eg, going to a gym). The most important barrier to PA was the perception of being active on the job, thus not needing to do leisure time PA. The most important perceived benefit to PA was improvement of physical and mental health. Employees perceived that a university investment in employees’ health might improve morale, especially within low-pay employee sectors where low levels of job satisfaction may be present.Conclusions:Although perceived benefits to PA in this population are consistent with other employee sectors, perceived barriers to PA may be unique to this sector of the workforce. PA promotion programs should focus on providing resources as well as guidelines that demonstrate the need for PA outside of the workplace setting. Such programs may improve employee health, morale, and productivity.

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Dodson, Vernon N. "Investing in Employee Health: A Guide to Effective Health Promotion in the Workplace." Journal of Occupational and Environmental Medicine 31, no. 9 (September 1989): 733. http://dx.doi.org/10.1097/00043764-198909000-00009.

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