“It's not an Obvious Issue, Is It?” Office-Based Employees’ Perceptions of Prolonged Sitting at Work

Abstract

This study has highlighted that in addition to personal determinants, the workplace environment and organizational culture have a key role in supporting employees' potential adoption of healthier sitting behavior in the workplace.

Perceptions of the acceptability and feasibility of reducing occupational sitting: review and thematic synthesis

“…If we had, I guess, other tasks that involved getting up for a period of time that would probably help as well.” Employee, non-intervention study [ 12 ] Social or organisational Barriers Barriers - Not wanting to stand out - Concern about disturbing co-workers - Concern that standing or moving perceived as not working by colleagues and managers - Leaders not convinced about benefits of reducing sedentary behaviour - Workplace culture not supportive of initiatives to reduce sitting - Financial investment associated with sit-stand workstations - Culture encourages siloing and use of email. - Cultural issues: “Asian culture” perceives standing to be aggressive - OHS concerns relating to sit-stand workstations, physical activity, stairwell accessibility - OHS focus on treating issues rather than preventive health approach - Concern colleagues perceive behaviour to be unusual - Concern about disturbing co-workers - Concern that colleagues/managers perceive standing or moving to be unproductive - Supervisor belief that sitting less reduces productivity - Not all levels of management supportive of intervention - Walking during breaks: less time for social interaction Social norms: “So for me there are some hidden pressures, it’s not perceived to be good to be seen walking around unless you’ve got piece of A4 paper in your hand.” Employee, non-intervention study [ 45 ] Disturbing co-workers: “When I’m on the phone standing up I feel a little bit conscious because I feel like I’m shouting out across everyone and I’m sort of distracting people next to me.” Employee, intervention study [ 29 ] Facilitators Facilitators - Workplace culture where sitting less is the norm - Workplace culture supports regular short breaks - Group activities for motivation - Top down (manager, leadership) support and encouragement for sitting less, including permission for change - Having a workplace champion/role model who can motivate others and model behaviour - Organisation interest, investment and commitment in reducing sitting time - Wellbeing committee that meets regularly to discuss raising awareness and strategies - Support from OHS personnel - Having a reason to go and visit colleagues - More supportive social norms for reducing sitting after intervention. - Involvement of co-workers in strategies helped to normalise standing/moving more - Managers providing permission - Management leading by example - Workplace champion driving change Management permission: As soon as managers say, “ If you want to stand, feel free to, ” you can guarantee it there ’ ll be people immediately that will stand because managers have given them that permission to do it and therefore they ’ ve got the permission from everyone else...…”

Organizational Culture and Implications for Workplace Interventions to Reduce Sitting Time Among Office-Based Workers: A Systematic Review

“…In another qualitative study, with a convenience sample of 21 employees, self-reported occupational sitting time was 6.4 h ( 20 ). The purpose of the five focus groups was to explore perceptions of health risks associated with prolonged sitting and potential strategies to reduce sitting at work.…”

“…One of the barriers to reducing sitting time was the chargeable time culture; everything needs to contribute to the organization's productivity. One respondent cited “Sit at your desk for a lunch break and eat while working.” To change culture, it was recommended to have corporate endorsement of well-being champions and communication at all levels within the organization ( 20 ).…”

The Impact of Workplace Health Promotion Programs Emphasizing Individual Responsibility on Weight Stigma and Discrimination

“…We argue that a focus on employee responsibility will contribute to the belief that obesity is controllable. As controllability beliefs are associated with higher weight stigma (e.g., Teachman et al, 2003 ; Flint et al, 2017 ), such a focus can be expected to result in stigmatization and discrimination toward people with overweight or obesity (e.g., Crandall and Martinez, 1996 ; Crandall et al, 2001 ; Mantler et al, 2003 ).…”