Association of organizational factors with knowledge of effectiveness indicators and participation in corporate health and productivity management programs

Abstract

Objectives The working‐age population is rapidly declining in Japan, so the government has adopted “health and productivity management” (HPM). This policy initiative aims to encourage corporations to view health promotion activities as an investment in their employees’ health. The objective of this study was to examine the association between organizational factors and knowledge of the organization's effectiveness and program participation levels, and to understand the factors that affect effectiveness of corporations’ activities. Methods We used data from all corporations that completed the HPM Survey Sheets in 2018 (n = 1800). The explanatory variables were organizational factors: written company‐wide policy, agenda item at management‐level meetings, regular education for managers, and full‐time occupational health staff. The outcome variables were knowledge of the corporation's status on the effectiveness indicators (employees’ exercise habits, risk for high blood pressure, visiting hospital after a health examination, and long‐term sickness absences) and rates of participation in four areas (health education, exercise program, dietary program, and influenza vaccination). The associations between organizational factors and knowledge on effectiveness indicators and rates of program participation were analyzed using multiple logistic regression analysis. Results All the organizational factors were related to knowledge of effectiveness indicators, but only some were associated with the program participation indicators in the model, including all explanatory variables. Conclusion Enhancing organizational factors may lead to improvement of HPM programs and higher program participation among employees in corporations.

Corporate health culture promotes infection control measures against COVID-19 in the workplace

“…In the present study, the results of the overall evaluation score based on the responses to the HPM Survey Sheets were regarded as the status of corporate efforts to create a health culture in the corporation. Based on the HPM Survey Sheets, it was found that existing written company‐wide policies and health promotion of workers being on the agenda of management‐level meetings was associated with the participation rate in health promotion programs, 29 and that the implementation of education for managers was associated with low smoking rates. 30 However, the relationship between the results of the overall evaluation score of the HPM Survey and the actual results of health promotion has rarely been examined.…”

Designing attractive workplace health promotion programs

“…Before the (re)design of a WHP program, analyzing the needs of the employees regarding health is crucial (Takahashi et al , 2021). In addition, the capacity and readiness of the organization for WHP need to be evaluated (Faghri et al , 2010; Hannon et al , 2012; Nöhammer et al , 2010) and the aims stated to define the realm of options and further steps.…”

“…Job specifics, for example, refer to psychosocial aspects (Ghesmaty Sangachin and Cavuoto, 2018), schedule (Kilpatrick et al , 2017; Tsai et al , 2019) and various other work arrangements (Tsai et al , 2019; Reinhardt et al , 2020), program elements cover comprehensiveness (Robroek et al , 2009), incentives (Robroek et al , 2009; Grossmeier et al , 2020), tailored versus general services (Talati et al , 2020), required employee copayments (Lier et al , 2019), and so on. Organizational characteristics refer to, for example, company demographics (Lier et al , 2019; Tsai et al , 2019; Dale et al , 2019), organizational prerequisites for and process of WHP implementation (van Scheppingen et al , 2015), its support (Lier et al , 2019; Grossmeier et al , 2020; Kilpatrick et al , 2017), leadership training and integrated policies (Takahashi et al , 2021). Research on employee perceived facilitators to WHP participation is rare and rather specific regarding industry (public sector in case of Kilpatrick et al , 2017) and offer, where most studies are on physical activity (e.g.…”

Inequality in workplace support for various types of precarious workers compared with permanent workers in Japan: A cross-sectional study

“…Higher workplace social capital (trust, norms, and networks) has been found to decrease mental health problems and the occurrence of workplace accidents 14,15 . Occupational physicians can advise workers on improving the work environment and their health 16,17 . Workplace support is therefore important for the health and safety of all workers 18 .…”