Association Between the Characteristics of Organizations and Their Profile of Performance Against Quality Benchmarks for Workplace Health Promotion

Abstract

Objective: This study explored subgroups of performance profiles measured by organizations' Well Workplace Checklist (WWC) benchmark scores and examined company characteristics associated with performance subgroups. Methods: The sample included 3728 US organizations that completed the WWC in 2008 to 2015. Latent profile analysis (LPA) was used to extract distinct subgroups of organizations based on benchmark performance. Multinomial logistic regression analysis was used to examine associations between the characteristics of organizations and their performance subgroup. Results: Three distinct subgroups of performance resulted from the LPA. Significant associations were found between subgroup assignment and characteristics such as size, industry, how WHP initiatives were paid for, and reasons for implementing WHP initiatives. Conclusion: The characteristics associated with subgroups of performance suggest utility for developing specific interventions tailored to different types of organizations to improve their overall quality of WHP initiatives.

Profiles of total worker health® in United States small businesses

“…We cannot directly compare our results to theirs as we did not have employers with more than 500 employees in our study, but we did find that, on average, the largest employers in our study fell into the profile with more TWH policies and programs (i.e., business strategy profile) and the smallest organizations fell into a profile with fewer TWH policies and programs (i.e., culture-focused profile). Weaver et al [ 21 ] characterized businesses using a workplace health promotion checklist and found that some businesses fell into a profile characterized by a supportive environment but little operational initiatives, which is similar to our culture-focused profile. Finally, we found that those businesses that fit the profiles with more positive leadership and climate for health and safety employed workers who reported better health and safety behaviors.…”

“…As a person-centered approach to analysis (as opposed to variable-centered approach), it allows us to consider the whole occupational environment and the combined impact of certain characteristics rather than focusing on the impact of one variable at a time [ 18 ]. It has been used to categorize workplace healthy leadership [ 19 ], working conditions [ 20 ], organizational health promotion practices [ 21 ], and the co-occurrence of workplace health protection and promotion practices [ 22 ]. However, to our knowledge, it has not been used to simultaneously understand the working environment in terms of both the business strategy and leadership and climate for health and safety.…”

Employees’ preferences on organisational aspects of psychotherapeutic consultation at work by occupational area, company size, requirement levels and supervisor function – a cross-sectional study in Germany

“…Previous studies have reported that occupational factors such as shift work, remote work or other speci c aspects may have an impact on the implementation of mental health interventions [39,58]. Our study therefore included shift work and remote work in the ANCOVA analyses.…”

“…Occupation-speci c aspects are likely to play a role in employees' preferences regarding the above mentioned organisational aspects of psychotherapeutic consultation at work and consequently regarding its acceptance and utilisation [38,39]. For instance, previous research shows that the prevalence of mental illnesses varies between different occupational areas [40].…”

“…service area) show a high prevalence of depression [40]. At the same time, implementation of health interventions in this occupational area appears particularly di cult, because employees might work at different locations or times [39]. Job requirement levels, de ned by the number of years that it takes to achieve professional quali cation, might also be related to varying preferences regarding organisational aspects of psychotherapeutic consultation at work [41].…”