Determinants of participation in worksite health promotion programmes: a systematic review

Robroek, Suzan J W; Lenthe, Frank J. van; Empelen, Pepijn van; Burdorf, Alex

doi:10.1186/1479-5868-6-26

Cited by 373 publications

(458 citation statements)

References 34 publications

(82 reference statements)

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“…The effectiveness of such interventions is widely debated, especially because of low participation rates 125, 126. High‐quality trials of workplace‐related multimodal lifestyle interventions in employees at risk for cardiovascular disease are currently on the way and will provide further information 127, 128.…”

Section: Perspectivesmentioning

confidence: 99%

Physical Activity in the Prevention and Treatment of Coronary Artery Disease

Winzer

Woitek

Linke

2018

JAHA

156

100

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Section: Perspectivesmentioning

confidence: 99%

Physical Activity in the Prevention and Treatment of Coronary Artery Disease

Winzer

Woitek

Linke

2018

JAHA

156

100

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“…16,17,33 It has been suggested that these moderate and non-significant effects may be due to low participation rates, which are typically below 50% of eligible employees. [21][22][23] This issue of low participation rates has been recognized in the literature and guidance on wellness program design recommends attention whether a program is reaching a variety of employees. 4 Typically, evaluators of wellness programs include employee participation as a central metric on which evaluations are based.…”

Section: Understanding the Relationship Between Incentive Design And mentioning

confidence: 99%

“…[18][19][20] Two related reasons for programs' mixed effects on health behavior and economic outcomes are low participation rates and employee perceptions. Participation rates for workplace wellness programs tend to be below 50% of eligible employees, 21,22 which may be at the root of small or insignificant changes in health behavior. 23 Indeed, achieving high participation is a key part of guidance on developing effective workplace wellness programs.…”

Section: Is More Always Better When It Comes To Workplace Wellness Prmentioning

confidence: 99%

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Towards Effective Design and Evaluation of Workplace Wellness Programs

Batorsky¹

2017

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R® is a registered trademark Limited Print and Electronic Distribution RightsThis document and trademark(s) contained herein are protected by law. This representation of RAND intellectual property is provided for noncommercial use only. Unauthorized posting of this publication online is prohibited. Permission is given to duplicate this document for personal use only, as long as it is unaltered and complete. Permission is required from RAND to reproduce, or reuse in another form, any of its research documents for commercial use. For information on reprint and linking permissions, please visit www.rand.org/pubs/permissions.html.The RAND Corporation is a research organization that develops solutions to public policy challenges to help make communities throughout the world safer and more secure, healthier and more prosperous. RAND is nonprofit, nonpartisan, and committed to the public interest. RAND's publications do not necessarily reflect the opinions of its research clients and sponsors.Support RAND Make a tax-deductible charitable contribution at www.rand.org/giving/contribute www.rand.org iii AbstractIn an effort to reduce chronic disease burden on the workforce, both public and private initiatives have promoted the rapid expansion of workplace wellness programs to encourage healthy behavior. Despite enthusiasm about these programs, evidence for their effectiveness remains mixed. The major reasons postulated for these mixed results include low participation rates, heterogeneity in program design and non-existent or poorly designed evaluations. In this dissertation, I attempted to address the gaps in the research on program components, their interactions and provide a method for evidencebased evaluation.The first chapter focuses on incentives, which are often prescribed by guidance literature to increase participation. I examined the relationship of high-value and penalty-type incentives to participation rates in a nationwide sample of employers. Results suggested that increasing the value of an incentive may not yield much in terms of participation. Penalty-type incentives were associated with higher participation, but would require significant employee buy-in to implement.The second chapter examines the relationship between program design and employee engagement. Much of the guidance literature recommends adding more components to achieve higher outcomes. However, based on analysis of data from employers and employees, it appears that there are interactions between program components and employee engagement. A program with an average number of services available may be better served by increasing the number of opportunities for employees to participate rather than increasing the number of services.The final chapter synthesizes evidence from the other chapters, guidance from the literature and interviews with wellness program stakeholders in order to provide an evidence base for an interactive evaluation tool. This tool allows small-size employers or employers at the early stages of program implementation to in...

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“…Despite the personal assistance offered by such programs, employee participation rates are typically quite low (Goetzel & Ozminkowski, 2008;L. Linman et al, 2008;McCarthy et al, 2011;McGillivray, 2002;Rongen et al, 2014) and several studies have sought to examine the common barriers to participation (Bright et al, 2012;Lakerveld et al, 2008;Linnan, Sorensen, Colditz, Klar, & Emmons, 2001;Person, Colby, Bulova, & Eubanks, 2010;Robroek, van Lenthe, van Empelen, & Burdorf, 2009). Indeed, the participation issue has become so significant in the United States that the use of incentives is now commonplace, with estimates suggesting that incentive increases of $100 can improve participation rates by 10% (Goetzel & Ozminkowski, 2008).…”

Section: Challenges Associated With "Workwell" Programsmentioning

confidence: 99%

Workplace wellbeing programs: If you build it they may NOT come…because it’s not what they really need!

Spence

2015

Intnl. J. Wellbeing

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Public and private sector interest in employee wellbeing has grown steadily in the past 20 years. Arguably the most visible manifestation of this interest is workplace health promotion and wellbeing (WorkWell) programs, which can be found in various guises within many contemporary organisations. Despite their recent proliferation, research in this area has focused mainly on how participation in these programs impacts upon a narrow range of factors related to finance (e.g. health care costs) and productivity (e.g. absenteeism). Whilst the focus of these programs is invariably positive (insofar as they aim to improve physical, psychological and social functioning), it cannot be assumed that employees will be positively disposed towards them. Indeed, empirical and anecdotal evidence suggests that employee participation is a widespread challenge when implementing WorkWell initiatives. This paper introduces the concept of employee receptivity and reviews an array of factors that may influence participation. After reviewing pilot data from an employee wellbeing research project, three primary conclusions are presented. First, that participation may be low because such programs may not provide employees with what they most need. Second, that employee receptivity may be an important factor in making decisions about the implementation of WorkWell programs. Finally, there may be times when organisations would be far better served by concentrating on basic human relations issues than making sizable investments in formal, structured employee wellbeing programs.

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Determinants of participation in worksite health promotion programmes: a systematic review

Cited by 373 publications

References 34 publications

Physical Activity in the Prevention and Treatment of Coronary Artery Disease

Physical Activity in the Prevention and Treatment of Coronary Artery Disease

Towards Effective Design and Evaluation of Workplace Wellness Programs

Workplace wellbeing programs: If you build it they may NOT come…because it’s not what they really need!

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