“Workplace Physical Activity Program” (WOPAP) study protocol: a four-arm randomized controlled trial on preventing burnout and promoting vigor

Abstract

BackgroundWOPAP is a theoretically-grounded workplace physical activity intervention that aims to reduce work-related burnout and to improve vigor at work and other work-related outcomes. Using a randomized controlled trial, we investigate whether a 10-week program including two Nordic walking sessions per week is effective in improving employee well-being at work, in comparison with another attractive leisure activity (Theatre condition) or a waiting list control condition. The design of the study makes it possible to test the effect on burnout and vigor of the instructor’s style during physical activity (i.e., traditional vs. need-supportive style). Finally, this study is also interested in several possible psychological (i.e., detachment, relaxation, mastery, control, relatedness, and positive affects experiences) and physiological (i.e., cardiorespiratory fitness) mechanisms through which the practice of physical activity in the intervention could influence burnout and vigor.MethodsEmployees of the authors’ University (N = 140) will be recruited via email, leaflets, and posters. Participants will be randomized to one of the four arms of the trial: (1) Physical Activity Traditional Style, (2) Physical Activity Need-Supportive Style, (3) Theatre condition, and (4) Waiting List Control. The experimental phase will last 10 weeks, followed by a six-month follow-up. During the ten weeks of the intervention, all groups – except the waiting list control – will carry out two activity sessions per week. Primary outcomes are burnout and vigor, secondary outcomes are work motivation, job satisfaction, work performance and work ability. These variables will be assessed before and after the intervention, and at three and six months after the end of the intervention. Moreover, burnout, vigor, needs satisfaction at work and psychological mediators will be assessed weekly throughout the intervention period.DiscussionIf effective, this study will provide evidence for the promotion of workplace physical activity interventions including a need-supportive climate to improve employee well-being. Results could be used to design new research protocols, but also to implement more efficient programs in the workplace.Trial registrationISRCTN12725337. Registered 21 March 2018. Registered retrospectively.

Effects of vigor at work and weekly physical activity on job stress and mental health

“…For example, for workers who perceive high levels of stress at work, doing a high weekly PA has a counterproductive role, reducing their levels of vigor at work. Despite Ginoux et al 51 found that PA, as a personal resource, improved the levels of vigor; and spending time doing PA had a positive effect on daily recovery 28 and more energy in workers 52 , the results of the present study showed that this resource may not always have such positive effects. According to Fodor et al 38 , a different association between stress and PA depending on the type of PA can take place.…”

Improving Teachers' Work-Related Outcomes through a Group-Based Physical Activity Intervention during Leisure-Time

“…With regard to work-related outcomes, over the last decades several mechanisms have been suggested to explain how regular PA participation affects employees' psychological functioning (Naczenski, de Vries, van Hooff, & Kompier, 2017). However, the underlying mechanisms of this association have not been fully elucidated yet (Ginoux, Isoard-gautheur, & Sarrazin, 2019). A combination of physical, social, and physiological mechanisms may offer preliminary support to understand this proposed association.…”

Benefits of a Brief Physical Activity Programme on Employees’ Affective Well-being and Momentary Affective States: A Quasi-Experimental Study

“…Finally, the use of a quasi-experimental design does not allow concluding to a causal relationship between the completion of the PA programme and changes in affective well-being across one month. As recently pointed out, the difficulty in randomly allocating participants in organizational settings is a limitation that should be overcome (Ginoux, Isoard-Gautheur, & Sarrazin, 2019).…”