Incentives and Other Factors Associated With Employee Participation in Health Risk Assessments

Taitel, Michael; Haufle, Vincent; Heck, Debi; Loeppke, Ronald; Fetterolf, Donald

doi:10.1097/jom.0b013e3181845fe2

Cited by 70 publications

(70 citation statements)

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“…Some suggest that the relationship between reward amount and participation is linear or nearly linear; that the higher the reward, the more participation an employer can expect. 27,45 Others suggest that rewards only increase participation levels to a point and may, at higher amounts, replace an employee's own motivation to engage in healthy activities. 24,46 The passage of the Affordable Care Act has raised the limit on incentive levels for wellness programs from 20% to 30% of the cost of coverage, leading to increased attention to the use of incentives in wellness programs.…”

Section: Understanding the Relationship Between Incentive Design And mentioning

confidence: 99%

“…Research has indicated that incentives can have a significant impact on participation. 17,27,29,35,36 Related, but separate from incentives are promotion efforts such as health fairs and regular notifications of service availability. In an evaluation of a worksite obesity prevention program, Goetzel et al randomized worksites to one of three types of programs, each with different levels of promotion.…”

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

confidence: 99%

“…26 In one study, the authors that programs need different levels of incentives depending on their organization's characteristics. 27 In this study, we aim to analyze how different components relate to employee outcomes and to one another. We anticipate that, while presence of each component will be individually related to participation and perceptions of effectiveness, the relationships will change in the presence of other components, suggesting key elements of wellness programs that can help drive up participation rates.…”

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

confidence: 99%

“…34 This suggestion has been borne out by research that has shown that incentives can have a significant impact on participation. 17,27,29,35,36 Incentives typically take the form of financial rewards such as discounts on gym memberships or cash payments for participation. Recently, employers have begun to utilize financial penalties to encourage participation.…”

Section: Understanding the Relationship Between Incentive Design And mentioning

confidence: 99%

“…What preliminary analysis there has been suggests that there are significant interaction effects between components. [25][26][27] A final issue that may be responsible for mixed results is that few programs include evaluation as part of their design and the ones that do are of varying quality. [15][16][17] Though there are tools for measuring progress towards program "comprehensiveness", 24,28 they tend to require programs already to be set up and resourced.…”

Section: Introductionmentioning

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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Section: Understanding the Relationship Between Incentive Design And mentioning

confidence: 99%

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

confidence: 99%

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

confidence: 99%

Section: Understanding the Relationship Between Incentive Design And mentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Towards Effective Design and Evaluation of Workplace Wellness Programs

Batorsky¹

2017

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

Takahashi

Nagata

et al. 2021

Journal of Occupational Health

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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.

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The Economics of Evidence‐Based Practice in Disorders of Childhood and Adolescence

Foster

McCombs-Thornton

2012

Handbook of Evidence‐Based Practice in Clinical Psychology

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Incentives and Other Factors Associated With Employee Participation in Health Risk Assessments

Abstract: This applied study offers empirical evidence to help employers increase their employees' participation in health risk assessments.

Cited by 70 publications

References 20 publications

Towards Effective Design and Evaluation of Workplace Wellness Programs

Towards Effective Design and Evaluation of Workplace Wellness Programs

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

The Economics of Evidence‐Based Practice in Disorders of Childhood and Adolescence

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