Worksite Intervention for Weight Control: A Review of the Literature

Hennrikus, Deborah J.; Jeffery, Robert W.

doi:10.4278/0890-1171-10.6.471

Cited by 74 publications

(36 citation statements)

References 56 publications

(14 reference statements)

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“…In 2003, the National Business Group on Health established The Institute on the Costs and Health Effects of Obesity, with a core objective being to "propose innovative solutions that large employers can implement to control costs related to lifestyle-related behaviors" (National Business Group on Health, 2008). The worksite offers a unique setting to implement health promotion programs and provides an ideal opportunity to engage large numbers of individuals in a very efficient and cost-effective manner (Hennrikus and Jeffery, 1996;Kumanyika et al, 2002).…”

Section: Introductionmentioning

confidence: 99%

Worksite Opportunities for Wellness (WOW): Effects on cardiovascular disease risk factors after 1 year

Racette¹,

Deusinger²,

Inman³

et al. 2009

Preventive Medicine

111

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Objective-To evaluate the effectiveness of a worksite health promotion program on improving cardiovascular disease risk factors. overweight/obese) participated in a cohort-randomized trial comparing assessments + intervention (worksite A) with assessments only (worksite B) for 1 year. All participants received personal health reports containing their assessment results. The intervention was designed to promote physical activity and favorable dietary patterns using pedometers, healthy snack cart, WeightWatchers® meetings, group exercise classes, seminars, team competitions, and participation rewards. Outcomes included BMI, body composition, blood pressure, fitness, lipids, and Framingham 10-year coronary heart disease risk. Methods-InResults-123 participants, aged 45 ± 9 yr, with BMI 32.9 ± 8.8 kg/m 2 completed 1 year. Improvements (P ≤ 0.05) were observed at both worksites for fitness, blood pressure, and total-, HDL-, and LDL-cholesterol. Additional improvements occurred at worksite A in BMI, fat mass, Framingham risk score, and prevalence of the metabolic syndrome; only the changes in BMI and fat mass were different between worksites.Conclusion-A multi-faceted worksite intervention promoted favorable changes in cardiovascular disease risk factors, but many of the improvements were achieved with worksite health assessments and personalized health reports in the absence of an intervention.

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Section: Introductionmentioning

confidence: 99%

Worksite Opportunities for Wellness (WOW): Effects on cardiovascular disease risk factors after 1 year

Racette¹,

Deusinger²,

Inman³

et al. 2009

Preventive Medicine

111

View full text Add to dashboard Cite

show abstract

“…2 Within these categories, the work-place has shown promise as a location for both health promoting activities and weight management programmes 25,26 allowing access to new populations who may not otherwise seek weight loss advice. 25 The subjects in the present study were male and most had never previously undertaken any formal programme of weight management. This is in contrast to the usual female majority seeking weight loss advice or volunteering for trials.…”

Section: Merits Of Workplace For Interventionmentioning

confidence: 99%

Weight management: a comparison of existing dietary approaches in a work-site setting

et al. 2002

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OBJECTIVES:(1) To compare the effectiveness a 2512 kJ (600 kcal) daily energy deficit diet (ED) with a 6279 kJ (1500 kcal) generalized low-calorie diet (GLC) over a 24 week period (12 weeks weight loss plus 12 weeks weight maintenance). (2) To determine if the inclusion of lean red meat at least five times per week as part of a slimming diet is compatible with weight loss in comparison with a diet that excludes lean red meat. DESIGN: Randomized controlled trial. SETTING: Large petrochemical work-site. PARTICIPANTS: One-hundred and twenty-two men aged between 18 and 55 y. MAIN OUTCOME MEASURES: Weight loss and maintenance of weight loss. INTERVENTION: Eligible volunteers were randomized to one of the four diet=meat combinations (ED meat, ED no meat, GLC meat, GLC no meat). One-third of subjects in each diet=meat combination were randomized to an initial control period prior to receiving dietary advice. All subjects attended for review every 2 weeks during the weight loss period. For the 12 week structured weight maintenance phase, individualized energy prescriptions were re-calculated for the ED group as 1.4 (activity factor)Â basal metabolic rate. Healthy eating advice was reviewed with subjects in the GLC group. All subjects were contacted by electronic mail at 2 week intervals and anthropometric and dietary information requested. RESULTS: No difference was evident between diet groups in mean weight loss at 12 weeks (4.3 (s.d. 3.4) kg ED group vs 5.0 (s.d. 3.5) kg GLC group, P ¼ 0.34). Mean weight loss was closer to the intended weight loss in the 2512 kJ (600 kcal) ED group. The dropout rate was also lower than the GLC group. The inclusion of lean red meat in the diet on at least five occasions per week did not impair weight loss. Mean weight gain following 12 weeks weight maintenance was þ 1.1 (s.d. 1.8) kg, P < 0.0001. No differences were found between groups. CONCLUSIONS: This study has shown that the individualized 2512 kJ (600 kcal) ED approach was no more effective in terms of weight loss than the 6279 kJ (1500 kcal) GLC approach. However the ED approach might be considered preferable as compliance was better with this less demanding prescription. In terms of weight loss the elimination of red meat from the diet is unnecessary. The weight maintenance intervention was designed as a low-input approach, however weight regain was significant and weight maintenance strategies require further development.

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“…[1][2][3][4][5][6][7][8][9][10][11][12] Nevertheless, the decision by employers to invest in health improvement programs often requires an economic justification that includes an estimate of the return-on-investment (ROI) from such programs. 13 In addition, after the programs have been in place for some time, program sponsors may increasingly require evidence that health improvements have produced measurable cost savings, and that these savings outweigh program expenses.…”

mentioning

confidence: 99%

Using a Return-On-Investment Estimation Model to Evaluate Outcomes From an Obesity Management Worksite Health Promotion Program

Baker

Goetzel

Pei

et al. 2008

Journal of Occupational &Amp; Environmental Medicine

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Objective: Certain modifiable risk factors lead to higher health care costs and reduced worker productivity. A predictive return-on-investment (ROI) model was applied to an obesity management intervention to ($311,755), 59% were attributed to reduced health care expenditures ($184,582) and 41% resulted from productivity improvements ($127,173) 2008;50:981-990) T he benefits to employers of having a healthy workforce are widely acknowledged as a means of lowering an organization's medical costs and achieving higher levels of worker productivity.1-12 Nevertheless, the decision by employers to invest in health improvement programs often requires an economic justification that includes an estimate of the return-on-investment (ROI) from such programs. 13 In addition, after the programs have been in place for some time, program sponsors may increasingly require evidence that health improvements have produced measurable cost savings, and that these savings outweigh program expenses.14,15 Of particular interest to employers are programs aimed at managing overweight and obesity among workers.16 Employers instituting these programs are requiring health management program managers to demonstrate that these interventions achieve health improvements and a positive ROI. 17Previous examples of the application of ROI forecasting models to estimate program savings associated with risk reduction in employed populations are found in studies conducted at The Dow Chemical Company, Motorola, and Union Pacific Railroad.18 -20 The ROI models applied were based on the research conducted by Goetzel et al 21 for the Health Enhancement Research Organization (HERO). This research found that employees with certain modifiable risk factors were more costly for employers when compared to employees lacking the targeted risk factors. In this article, we apply an adaptation of previously developed ROI models to estimate cost savings and ROI realized from an obesity management program implemented at several employer sites. Results for 890 workers enrolled over a 6-to 12-month period in the program were analyzed and input into the ROI model.

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Worksite Intervention for Weight Control: A Review of the Literature

Abstract: Recommendations for future research include improved methods, more attention to recruitment and secondary outcomes, more direct comparison of different programs, and more creative use of worksites as environments and social units in designing programs.

Cited by 74 publications

References 56 publications

Worksite Opportunities for Wellness (WOW): Effects on cardiovascular disease risk factors after 1 year

Worksite Opportunities for Wellness (WOW): Effects on cardiovascular disease risk factors after 1 year

Weight management: a comparison of existing dietary approaches in a work-site setting

Using a Return-On-Investment Estimation Model to Evaluate Outcomes From an Obesity Management Worksite Health Promotion Program

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