Moral issues in workplace health promotion

Robroek, Suzan J W; Vathorst, Suzanne van de; Hilhorst, Medard; Burdorf, Alex

doi:10.1007/s00420-011-0675-y

Cited by 46 publications

(47 citation statements)

References 15 publications

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“…This is due to the continuous escalation of care costs and the prioritisation of co-worker health by businesses (Sparling, 2010). Also, in public health policy in most western countries, health promotion is a cornerstone (Robroek, van de Vathorst, & Burdorf, 2012). During the last few decades, management concepts such as Lean Production, Total Quality Management (TQM), Business Process Reengineering and Integral Health Management have been used to promote changes and development towards business excellence (see, for instance, Docherty, 2002;Zwetsloot & Pot, 2004).…”

Section: Introductionmentioning

confidence: 99%

Change of the quality management culture through health-promotion activities?

Bäckström¹,

Lagrosen²,

Eriksson³

2014

Total Quality Management & Business Excellence

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There is great demand for workplace health-promotion programmes that improve co-worker health and provide a return on investment, which is due to the continuous escalation of care costs and the prioritisation of co-worker health by businesses. Early research found that organisations that have achieved good co-worker health with low sickness absence through their conscious and well-structured work were also working according to Quality Management. Health-promotion interventions are possible in every organisation, but before starting a health-promotion programme it is necessary to analyse the organisation and especially its culture. The purpose of this paper is to measure in what way health-promoting activities influence the Quality Management culture, particularly the health-related values 'Leadership commitment' and 'Participation of everybody'. A comparison between the Quality Management culture before starting a health-promotion project and the results a year later is presented. The results show that health-promotion activities do not affect the Quality Management culture, at least not from a year perspective. On the other hand, the results show that health-promotion activities can affect co-workers' perception of their health.

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Section: Introductionmentioning

confidence: 99%

Change of the quality management culture through health-promotion activities?

Bäckström¹,

Lagrosen²,

Eriksson³

2014

Total Quality Management & Business Excellence

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“…Another reason for lower participation among employees with lower self-rated health could be less healthy employees’ desire to keep their private life and their work life separate. One study found indications that employees with unhealthy lifestyles or who are in poor health are more likely to resist employer interference with employee health [42]. Lower participation among employees with negative self-rated health has been reported in an earlier study on this HRA [41] and other WHPPs [14], but these reports are not consistent [43].…”

Section: Discussionmentioning

confidence: 93%

Determinants of Participation in a Web-Based Health Risk Assessment and Consequences for Health Promotion Programs

Niessen¹,

Laan²,

Robroek³

et al. 2013

J Med Internet Res

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BackgroundThe health risk assessment (HRA) is a type of health promotion program frequently offered at the workplace. Insight into the underlying determinants of participation is needed to evaluate and implement these interventions.ObjectiveTo analyze whether individual characteristics including demographics, health behavior, self-rated health, and work-related factors are associated with participation and nonparticipation in a Web-based HRA.MethodsDeterminants of participation and nonparticipation were investigated in a cross-sectional study among individuals employed at five Dutch organizations. Multivariate logistic regression was performed to identify determinants of participation and nonparticipation in the HRA after controlling for organization and all other variables.ResultsOf the 8431 employees who were invited, 31.9% (2686/8431) enrolled in the HRA. The online questionnaire was completed by 27.2% (1564/5745) of the nonparticipants. Determinants of participation were some periods of stress at home or work in the preceding year (OR 1.62, 95% CI 1.08-2.42), a decreasing number of weekdays on which at least 30 minutes were spent on moderate to vigorous physical activity (ORdayPA0.84, 95% CI 0.79-0.90), and increasing alcohol consumption. Determinants of nonparticipation were less-than-positive self-rated health (poor/very poor vs very good, OR 0.25, 95% CI 0.08-0.81) and tobacco use (at least weekly vs none, OR 0.65, 95% CI 0.46-0.90).ConclusionsThis study showed that with regard to isolated health behaviors (insufficient physical activity, excess alcohol consumption, and stress), those who could benefit most from the HRA were more likely to participate. However, tobacco users and those who rated their overall health as less than positive were less likely to participate. A strong communication strategy, with recruitment messages that take reasons for nonparticipation into account, could prove to be an essential tool for organizations trying to reach employees who are less likely to participate.

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“…Following on this is the second possible underlying cause for small effects in general, which is the lack of awareness about the ethical side of WHP. Employees can experience WHP interventions as interference in their privacy, which in its turn can a play role in employees' decision whether to or not to participate [20]. On the other hand, as employees depend on their employer to maintain their job, employees might feel coerced to participate in WHP interventions [16].…”

Section: Introductionmentioning

confidence: 99%

“…On the other hand, as employees depend on their employer to maintain their job, employees might feel coerced to participate in WHP interventions [16]. Also, questions such as how far an employer can go in promoting employees' health often rises [20] as well as whether (and to what extent) employees are responsible for their health or whether their employer is [19]. To conclude, it is important to take into account the ethical questions and the conflicting values that come along with WHP, as they can influence participation in WHP and the relationships at the workplace.…”

Section: Introductionmentioning

confidence: 99%

Responsive evaluation of stakeholder dialogue as a worksite health promotion intervention to contribute to the reduction of SEP related health inequalities: a study protocol

Heijster

Berkel

Abma

et al. 2020

BMC Health Serv Res

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Background: Large health inequalities exist in the Netherlands among individuals with a high compared to a low socioeconomic position. Worksite health promotion interventions are considered promising to reduce these inequalities, however, current interventions seem not to have the desired effects. This study proposes 'moral case deliberation', a form of stakeholder dialogue on moral dilemmas, as an integrated and inclusive intervention for worksite health promotion. This intervention takes into account three factors that are considered possible underlying causes of low effectiveness of current interventions, namely the lack of deliberate attention to: 1) the diverging values and interests of stakeholders in worksite health promotion, 2) the ethical issues of worksite health promotion, and 3) the connection with the lived experience (lifeworld) of lower SEP employees. Moral case deliberation will help to gain insight in the conflicting values in worksite health promotion, which contributes to the development of a vision for worksite health promotion that is supported by all parties. Methods: The intervention will be evaluated through Responsive Evaluation, a form of participatory research. Key to Responsive Evaluation is that stakeholders are consulted to determine relevant changes as a result of the intervention. The intervention will be evaluated yearly at both fixed moments (baseline and annual evaluation(s)) and continuously. Mixed methods will be used, including interviews, participatory observations, analyses of HRMdata and short questionnaires. In addition, the intervention will be evaluated economically, on both monetary and non-monetary outcomes.

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Moral issues in workplace health promotion

Cited by 46 publications

References 15 publications

Change of the quality management culture through health-promotion activities?

Change of the quality management culture through health-promotion activities?

Determinants of Participation in a Web-Based Health Risk Assessment and Consequences for Health Promotion Programs

Responsive evaluation of stakeholder dialogue as a worksite health promotion intervention to contribute to the reduction of SEP related health inequalities: a study protocol

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