Supporting a Culture of Health in the Workplace: A Review of Evidence-Based Elements

Flynn, Jennifer Posa; Gascon, Gregg M.; Doyle, Stephen; Koffman, Dyann Matson; Saringer, Colleen; Grossmeier, Jessica; Tivnan, Valeria; Terry, Paul E.

doi:10.1177/0890117118761887

Cited by 81 publications

(44 citation statements)

References 105 publications

(189 reference statements)

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“…These are among the recommended practices represented in the broader body of "culture of health" research that reinforces the importance of using socio-ecological approaches to create environments and systems within organizations that support HWB programs aimed at individual behavior change. 36 While the importance of organizational and leadership support for the effectiveness of HWB initiatives has long been recognized, 17,21,25,28,33,34,37 research linking specific practices with different types of outcomes is just beginning to emerge. 18 Leadership support is particularly evident in previous research on practices associated with effective HWB initiatives.…”

Section: Discussionmentioning

confidence: 99%

Workplace Well-Being Factors That Predict Employee Participation, Health and Medical Cost Impact, and Perceived Support

Grossmeier

Castle

Pitts³

et al. 2020

Am J Health Promot

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Purpose: This study tested relationships between health and well-being best practices and 3 types of outcomes. Design: A cross-sectional design used data from the HERO Scorecard Benchmark Database. Setting: Data were voluntarily provided by employers who submitted web-based survey responses. Sample: Analyses were limited to 812 organizations that completed the HERO Scorecard between January 12, 2015 and October 2, 2017. Measures: Independent variables included organizational and leadership support, program comprehensiveness, program integration, and incentives. Dependent variables included participation rates, health and medical cost impact, and perceptions of organizational support. Analysis: Three structural equation models were developed to investigate the relationships among study variables. Results: Model sample size varied based on organizationally reported outcomes. All models fit the data well (comparative fit index > 0.96). Organizational and leadership support was the strongest predictor ( P < .05) of participation (n = 276 organizations), impact (n = 160 organizations), and perceived organizational support (n = 143 organizations). Incentives predicted participation in health assessment and biometric screening ( P < .05). Program comprehensiveness and program integration were not significant predictors ( P > .05) in any of the models. Conclusion: Organizational and leadership support practices are essential to produce participation, health and medical cost impact, and perceptions of organizational support. While incentives influence participation, they are likely insufficient to yield downstream outcomes. The overall study design limits the ability to make causal inferences from the data.

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Section: Discussionmentioning

confidence: 99%

Workplace Well-Being Factors That Predict Employee Participation, Health and Medical Cost Impact, and Perceived Support

Grossmeier

Castle

Pitts³

et al. 2020

Am J Health Promot

Self Cite

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“…Some studies have found that adopting environmental interventions alone is completely ineffective in improving employees' health behaviors and health status (42)(43)(44)(45). However, combined with other behavioral interventions, environmental intervention can help to promote the effectiveness of WHP (46,47). Therefore, most countries now encourage comprehensive WHP as much as possible.…”

Section: Discussionmentioning

confidence: 99%

Exploring and Developing the Workplace Health Culture Scale in Taiwan

Chang

Tsai

Kuo³

et al. 2020

Front. Public Health

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Background: The aim of this study was to develop and validate the workplace health culture scale. Methods: This paper collected and reorganized current definitions about health culture from literature and created the domains and items to develop a new tool. Six enterprises and 2,431 participants were recruited from northern Taiwan for validity test. Results: We found the workplace health culture scale had appropriate reliability and validity, including a good model fit for the 25-item scale. Conclusions: Workplace health culture might be an important domain to the work of WHP. More validity and reliability studies about WHCS in wider industries and the correlation between WHCS and other WHP indicators are needed.

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“…On the other hand, high-stress employees who are satisfied with their jobs also had a higher risk of long-term sickness absence; therefore, the encouragement of physician interview for them should not be ignored. It should also be noted that corporate culture and policy play an important role in job stress and health outcomes among employees 34,35) . For example, our surveyed company is listed on the major stock exchange and provides employees with 30 days of paid leave and a standard benefits package, including leave compensation and employment insurance, which may influence long-term sickness absence.…”

Section: Discussionmentioning

confidence: 99%

Combined effect of high stress and job dissatisfaction on long-term sickness absence: a 1-year prospective study of Japanese employees

Inoue

Kachi

Eguchi

et al. 2020

EOH-P

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Objectives: We prospectively examined the combined effect of high stress (i.e., being under great work-related stress), as defined in the Japanese Stress Check Program manual using the Brief Job Stress Questionnaire (BJSQ), and job dissatisfaction on long-term sickness absence lasting 1 month or more. Methods: Participants were 7,343 male and 7,344 female financial service company employees who completed the BJSQ. We obtained personnel records covering a 1-year period to identify employees with long-term sickness absence, which was treated as a dichotomous variable. Participants were classified into four groups (high-stress + dissatisfied, high-stress + satisfied, not high-stress + dissatisfied, and not high-stress + satisfied groups) to calculate the hazard ratios (HRs) of longterm sickness absence for these groups using Cox's proportional hazard regression analysis. Furthermore, to examine whether the combined effect of high stress and job dissatisfaction is synergistic or additive, we calculated relative excess risk due to interaction (RERI), attributable proportion due to interaction (AP), synergy index (SI), and their 95% confidence intervals (CIs). Results: After adjustment for covariates, the HR of long-term sickness absence was highest among the high-stress + dissatisfied group (HR 6.49; 95% CI, 3.42-12.3) followed by the highstress + satisfied group (HR 5.01; 95% CI, 1.91-13.1). The combined effect of high stress and job dissatisfaction was additive (95% CIs of RERI and AP included 0 and that of SI included 1). Conclusions: Our findings suggest incorporating high stress with job dissatisfaction improves the predictability of long-term sickness absence. However, employees reporting high stress but satisfaction with their jobs may still at increased risk of developing longterm sickness absence.

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Supporting a Culture of Health in the Workplace: A Review of Evidence-Based Elements

Abstract: A considerable number of cross-sectional studies demonstrated significant and salient correlations between culture of health elements and the health and safety of employees, but more research is needed to examine causality.

Cited by 81 publications

References 105 publications

Workplace Well-Being Factors That Predict Employee Participation, Health and Medical Cost Impact, and Perceived Support

Workplace Well-Being Factors That Predict Employee Participation, Health and Medical Cost Impact, and Perceived Support

Exploring and Developing the Workplace Health Culture Scale in Taiwan

Combined effect of high stress and job dissatisfaction on long-term sickness absence: a 1-year prospective study of Japanese employees

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