Health Promotion and Disease Prevention at the Worksite

Fielding, Jonathan E.

doi:10.1146/annurev.pu.05.050184.001321

Cited by 142 publications

(16 citation statements)

References 31 publications

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“…These factors have been associated with increased morbidity. [31][32][33][34] This study shows that certain subgroups of employees in this plant are more likely to experience illness absence events. Clearly, those individuals who have had more than one illness absence represent a group at high risk for additional episodes.…”

Section: Discussionmentioning

confidence: 89%

A mortality and morbidity study of refinery and petrochemical employees in Louisiana

et al. 2003

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Aims: To examine the mortality experience of 4221 employees from 1973 to 1999 and the illness absence patterns for 2203 employees from 1990 to 1999 of a chemical and refinery facility in Louisiana. Methods: Mortality and illness absence data were extracted from the Shell Oil Company's health surveillance system (HSS). The standardised mortality ratio was used as a measure of mortality risk. Morbidity frequency and duration of absence were calculated by age, sex, and four health risk factors (cigarette smoking, high blood pressure, hypercholesterolaemia, and obesity). Results: Male employees experienced a significant deficit in mortality for all causes of death, all cancers, lung cancer, heart disease, and respiratory disease compared with the corresponding US population. Brain cancer was non-significantly increased, with six observed and five expected deaths; mortality from leukaemia was consistently lower than expected. The majority of employees had no illness absences of six days or longer during the 10 year study period. The loss of productivity (in terms of days of absence) was greater for employees with health risk factors. Ever smoking male employees had a 79% increase of heart disease and more than 50% higher rates of respiratory disease and musculoskeletal disorders compared to non-smokers. Smokers were absent 2.9 and 1.6 more days than non-smokers and ex-smokers, respectively. Conclusions: Regardless of the comparison population, significantly fewer deaths were seen for all causes combined, all cancers, lung cancer, heart disease, or non-malignant respiratory disease. Illness absence rates and duration were higher among employees with health risk factors.

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Section: Discussionmentioning

confidence: 89%

A mortality and morbidity study of refinery and petrochemical employees in Louisiana

et al. 2003

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“…By utilizing the built-in social support found in the workplace, recognizing that there are varying levels of influence (intrapersonal, interpersonal, institutional, community), and addressing employee preferences and perceived barriers, the likelihood of achieving and maintaining better health and well-being will be significantly increased [17]. Other factors found to be crucial for successful worksite wellness programs include: long-term commitment, top-level management support, employee involvement, leadership, specified objectives, detailed planning [18], focus on employee needs, resourceful, and a smooth integration into workplace environment [19]. Even if all these factors are present, the true effectiveness of a worksite wellness program is dependent on the characteristics of the target population and the proportion of the population that participates in the intervention [20-22].…”

Section: Introductionmentioning

confidence: 99%

Barriers to participation in a worksite wellness program

et al. 2010

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The purpose of this research was to determine barriers that prevent participation in an employee wellness program, Wellness Wednesdays: "Eat & Meet" About Healthy Living, conducted at East Carolina University (ECU) in Greenville, North Carolina. All ECU ARAMARK employees (n = 481) over the age of 18 were eligible to participate in the wellness program. Weekly 30 minute classes, taught by a Registered Dietitian, on various nutrition- and health-related topics were conducted for 10-weeks. Five question knowledge quizzes were administered to participants at the end of each class to determine the comprehension of material presented. Qualitative interviews (n = 19) were conducted with employees (participants and non-participants) and the program organizer after the completion of the 10-week program to identify barriers to program participation. A total of 50 (10.4% of the total number of potential participants) ECU ARAMARK employees, managers, and leadership team directors attended Wellness Wednesdays at least once during the 10-week program. Employees, on average, scored 71-100% on the weekly knowledge quizzes administered at the end of each class. The most common barriers to participation reported included (most often to least often reported): insufficient incentives, inconvenient locations, time limitations, not interested in topics presented, undefined reasons, schedule, marketing, health beliefs, and not interested in the program. Results showed that employee wellness programs can be effective in increasing knowledge of employees on nutrition- and health-related topics. However, program planning that addresses identified barriers including insufficient incentives, inconvenient locations, and time limitations may facilitate higher participation in future worksite wellness opportunities.

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“…8 WHP activities have been accepted as worthwhile and profitable, and motivations to support WHP programs have been reported to be high among employees, employers, and occupational health service providers. 9 It has been recognized that employers have responsibilities toward the health and safety of the employees, 10,11 and investments in employee health are expected to reduce absenteeism, reduce accident and disability rates, increase productivity, reduce health insurance costs, reduce workers' compensation, enhance job satisfaction, and improve companys image. 10,12,13 The job well-being pyramid is a hierarchical model on working environment and its relationship with employee health (Fig.…”

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confidence: 99%