Workplace Health Promotion

Kilpatrick, Michelle; Sanderson, Kristy; Blizzard, Leigh; Nelson, Mark; Frendin, Sue; Teale, Brook; Venn, Alison

doi:10.1097/jom.0000000000000161

Cited by 13 publications

(4 citation statements)

References 40 publications

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“…Most behavioural workplace research has focused on the individual worker, e.g., the readiness to change in relation to health promotion strategies, e.g., exercise, smoking cessation regiments, and diet (Bulotaitė et al, 2017;Helfrich et al, 2018;Kilpatrick et al, 2014;Mache et al, 2015;Street & Lacey, 2018). However, when considering a complex phenomenon like a workplace, the workplace as a whole has to be ready for engaging in such organizational changes to achieve success.…”

Section: Introductionmentioning

confidence: 99%

Can a participatory organizational intervention improve social capital and organizational readiness to change? Cluster randomized controlled trial at five Danish hospitals

Jakobsen

Clausen

Andersen

2020

Journal of Advanced Nursing

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Aim: This study investigates the effect of a participatory organizational intervention on social capital and organizational readiness for change. Design: Cluster randomized controlled trial. Methods: In 2016, 27 departments from five hospitals in Denmark were randomly allocated at the department level to 1 year of participatory intervention (14 clusters, 316 healthcare workers) or a control group (13 clusters, 309 healthcare workers). The participatory intervention consisted of 2 × 2 hr workshops, where managers, 2-5 healthcare workers from each department, and the hospital's health and safety staff, developed action plans for implementing solutions for improving the use of assistive devices at the department throughout the 1-year intervention period. Workplace social capital: (a) within teams (bonding); (b) between teams and nearest leaders (linking A); and (c) between teams and distant leaders (linking B) and organizational readiness for change were measured using questionnaires at baseline, 6, and 12 months. Results: No group-by-time interaction occurred for any of the outcome measures. However, explorative post hoc analysis showed within-group improvements in bonding and linking B social capital and organizational readiness for change following the participatory intervention. Conclusion: Participatory organizational interventions may improve social capital within teams and between teams and distant leaders and organizational readiness for change. Impact: Implementing participatory interventions at the workplace may be a costeffective strategy as they provide additional benefits, e.g., increased social capital and improved organizational readiness for change, that exceed the primary outcome of the intervention. Trial registration: ClinicalTrials.gov (NCT02708550) March 2016.

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Section: Introductionmentioning

confidence: 99%

Can a participatory organizational intervention improve social capital and organizational readiness to change? Cluster randomized controlled trial at five Danish hospitals

Jakobsen

Clausen

Andersen

2020

Journal of Advanced Nursing

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“…It is a pervasive issue that affects people of all ages, backgrounds, and walks of life, transcending cultural, geographical, and socioeconomic boundaries. Psychological distress can have profound and lasting consequences on an individual's mental, emotional, and physical health and overall quality of life (Pomaki et al, 2004;Kilpatrick et al, 2013;Martins and Lopes, 2013). In this context, it is crucial to recognize and address psychological distress and its antecedents within the workplace to promote employees' wellbeing and prevent the escalation of symptoms.…”

Section: Introductionmentioning

confidence: 99%

Work stress, work-family conflict, and psychological distress among resort employees: a JD-R model and spillover theory perspectives

Abdou,

El-Amin,

Mohammed

et al. 2024

Front. Psychol.

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The hospitality industry is well-known for its challenging and high-pressure work settings. In this context, employees commonly face a multitude of stressors originating from their roles and job responsibilities, which can significantly impact their psychological wellbeing. Hence, based on the job demands-resources (JD-R) model and the spillover theory, this study aims to empirically explore the direct and indirect effect of work stress (assessed by role overload, ambiguity, and conflict) on psychological distress among frontline employees in 3- and 4-star Egyptian resorts while considering the mediating influence of work-family conflict (WFC). Four hypotheses were put to the test through the application of the PLS-SEM 4.0 version (4.0.9.9). Based on the findings from 563 frontline employees who participated in this research, the study supports the four hypotheses affirming that work-related stressors significantly contributed to employees' psychological distress. Further, the findings highlighted that these stressors significantly spill over into employees' family lives, generating conflicts between work and family roles. In addition, the results emphasized the significance of WFC as a contributing factor to employees' psychological distress. Finally, the study concluded that WFC partially mediates the link between work stress and employees' psychological distress. Based on these findings, some theoretical and practical implications for hospitality scholars, resort management, and policymakers were suggested to enhance the employees' wellbeing and mitigate psychological distress in this vital sector.

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“…Supported by a large body of evidence linking health risk status to productivity, 2–5 organisations globally have taken interest in how best to provide value in wellness programmes. 6 Employee health promotion is now a commonplace endeavour, 7,8 and large, well-known companies such as Google and Facebook take pride in their innovative and extensive wellbeing programs. A large driver of this employer trend is the research specifically associating increased employee wellbeing levels with higher levels of productivity and lower levels of absenteeism.…”

Section: Introductionmentioning

confidence: 99%

The development of ‘Make One Small Change’: an e-health intervention for the workplace developed using the Person-Based Approach

Howarth

Quesada

Donnelly³

et al. 2019

DIGITAL HEALTH

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Background The application of digital health interventions is widespread and many employers are implementing employee e-health programs. Intended to enhance productivity by increasing wellbeing, workplace interventions often lack evidence of effectiveness and have low rates of retention. Use of the person-based approach (PBA) is one solution, which offers a systematic framework for developing effective digital health interventions. This paper describes the application of the PBA to the development of ‘Make one small change’ (Cigna MSC™), an online behaviour change system for lifestyle habits focused on resilience, movement, eating and sleep. Method and results The development of Cigna MSC™ took place over four stages with colleagues ( n = 79) across Cigna globally. Application of the PBA entailed using high amounts of qualitative data to inform development and a cyclical process of ‘listening, applying and delivering’ was adhered to throughout. Early stages involved review of current literature and the collection of feedback in relation to existing interventions. Combined, results revealed key intervention development issues that were then used to form guiding principles. Guiding principles ensured intervention objectives translated into relevant design features. The final stages of evaluation included testing images, text and content approaches. Feedback dictated that the intervention should be fun, easy to use and include milestones for self-monitoring. The resulting version was finalised and made ready to pilot so future analysis can be made in relation to real-world engagement and the embedded evaluative content can be used to provide evidence of intervention effectiveness. Conclusions Using the PBA, which was evolved specifically to improve development of digital interventions, resulted in a workplace intervention embedded with in-depth user input combined with evidenced-based theory. This paper illustrates how using a rigorous methodology can drive the creation of an effective digital health intervention that uniquely allows for refinement at each stage.

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Workplace Health Promotion

Cited by 13 publications

References 40 publications

Can a participatory organizational intervention improve social capital and organizational readiness to change? Cluster randomized controlled trial at five Danish hospitals

Can a participatory organizational intervention improve social capital and organizational readiness to change? Cluster randomized controlled trial at five Danish hospitals

Work stress, work-family conflict, and psychological distress among resort employees: a JD-R model and spillover theory perspectives

The development of ‘Make One Small Change’: an e-health intervention for the workplace developed using the Person-Based Approach

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