Journal articles: 'Employee wellness programs'

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Thornton, L. Jay, and Sharon Johnson. "Community College Employee Wellness Programs." Community College Journal of Research and Practice 34, no. 12 (October 26, 2010): 966–76. http://dx.doi.org/10.1080/10668920801980989.

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Hall, Jennifer L., Kevin M. Kelly, Leon F. Burmeister, and James A. Merchant. "Workforce Characteristics and Attitudes Regarding Participation in Worksite Wellness Programs." American Journal of Health Promotion 31, no. 5 (January 5, 2016): 391–400. http://dx.doi.org/10.4278/ajhp.140613-quan-283.

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Purpose. To estimate workforce participation characteristics and employees' attitudes regarding participation in workplace wellness programs. Design. Data from a statewide stratified random sample were used to compare small (<50 employees) and larger (50+ employees) workplaces to estimate participation in screening programs and likelihood of participation in workplace wellness programs. Setting. A telephone survey of employed Iowans registered to vote. Subjects. Surveyed were 1171 employed Iowans registered to vote, ages 18 to 65. Measure. Among questionnaire survey modules were items from the Wellness Council of America Employee Needs and Interest Survey, the U.S. Census Bureau for employment documentation, and the World Health Organization Health and Work Performance Questionnaire for assessment of sickness absenteeism and presenteeism. Analysis. Prevalence of participation in screening and wellness programs was analyzed by employment size and levels of likeliness to participate, and multivariable analyses of employee baseline characteristics regarding participation in screening programs and likelihood of participation in wellness programs was presented as top and bottom quartiles. Results. Those employed in smaller workplaces participated less often in screening programs. Multivariable models identified male gender and those with an abnormal body mass index were associated with nonparticipation, while having a primary care physician was associated with participation. Very few items showed significant statistical difference in willingness to participate. Conclusion. Workforce characteristics and access to health care may influence participation in screening and wellness programs. Employment size is not a determining factor for willingness to participate in wellness programs.

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Mazur, Barbara, and Marta Mazur-Małek. "Towards Corporate Wellness: Health Culture and Wellness Programs." Journal of Intercultural Management 9, no. 3 (September 1, 2017): 45–61. http://dx.doi.org/10.1515/joim-2017-0013.

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AbstractThe aim of the article is to present wellness programs as means leading to the creation of culture of health in organizations. The notion of culture of health is becoming increasingly important for companies as statistics show that the number of health-related work problems is steadily increasing. As a result, labor costs are systematically increasing. To tackle this problem, companies began to introduce health and wellness programs to improve the psychophysical health of their employees. The article includes an overview of the concept of health-promoting company culture. It also identifies factors determining its success among employees, defines factors that limit employee participation and presents good practices for disease prevention through employee-oriented programs. This article is based on a literature review, including both: literature and statistical data available in official data bases. In many cases, research confirms the usefulness of wellness programs in the process of building a corporate culture of health. It also shows factors limiting the usability of such programs, which leads to companies being able to develop and improve.

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Fink, Jennifer, Barbara Zabawa, and Sara Chopp. "Employee Perceptions of Wellness Programs and Incentives." American Journal of Health Promotion 34, no. 3 (December 26, 2019): 257–60. http://dx.doi.org/10.1177/0890117119887687.

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Purpose: To explore, by income level, employee perceptions of an employer offered wellness incentive program. Design: Qualitative and quantitative study that includes a survey with close-ended and open-ended questions. Setting: The study setting was a hospital in Wisconsin. Participants: Participants (n = 105). Measures and Analysis: Quantitative responses were analyzed using descriptive statistics in Qualtrics and logistic regression in Statistical Analysis System. Results: Sixty-three percent participated in the wellness incentivized program because their employer offers them a reward; 52% said they would participate without a reward; 48% feel like they must participate in this year’s program; and 34% feel like they would have to disclose information about their health at or below the current reward level. Conclusion: Income does not have a significant effect on whether employees feel they must participate or disclose health information. However, income has a significant effect on employee’s beliefs about whether or not employers should play an active role in improving the health of their employees.

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Zula, Ken, Karen K. Yarrish, and Sonji Lee. "An Evaluation Of Workplace Wellness Programs: A Perspective From Rural Organizations." Journal of Applied Business Research (JABR) 29, no. 3 (April 23, 2013): 659. http://dx.doi.org/10.19030/jabr.v29i3.7772.

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This paper describes a study to determine the prevalence and characteristics of employee wellness programming amongst rural organizations and/or employers. A sample of convenience (n = 200) from a local human resource management association was surveyed via e-mail with an internet based questionnaire containing 20 items regarding employee wellness programming, activities, effectiveness, and measurement. The results indicated that the primary responsibility for employee wellness programming rests with the human resource department (63.6%). Most rural organizations employee wellness program are implemented to improve employee health, improve employee productivity, and to reduce absenteeism. The findings indicate human resource professionals in rural organizations are struggling to determine effective measures for employee wellness programs despite significant investments of money. Rural, unlike urban or metropolitan, based organizations are not offering substantial incentives to employees in order to increase participation, and are continuing to offer traditional employee wellness activities such as smoking cessation, and vaccinations. These employers are not measuring effectiveness (53%) and not realizing substantial cost savings (63.2%) for the return on investment.

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Terry, Paul E. "Preserving Employee Privacy in Wellness." American Journal of Health Promotion 31, no. 4 (June 21, 2017): 271–73. http://dx.doi.org/10.1177/0890117117715043.

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The proposed “Preserving Employee Wellness Programs Act” states that the collection of information about the manifested disease or disorder of a family member shall not be considered an unlawful acquisition of genetic information. The bill recognizes employee privacy protections that are already in place and includes specific language relating to nondiscrimination based on illness. Why did legislation expressly intending to “preserve wellness programs” generate such antipathy about wellness among journalists? This article argues that those who are committed to preserving employee wellness must be equally committed to preserving employee privacy. Related to this, we should better parse between discussions and rules about commonplace health screenings versus much less common genetic testing.

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McCleary, Katherine, Ron Z. Goetzel, Enid Chung Roemer, Jeff Berko, Karen Kent, and Hector De La Torre. "Employer and Employee Opinions About Workplace Health Promotion (Wellness) Programs." Journal of Occupational and Environmental Medicine 59, no. 3 (March 2017): 256–63. http://dx.doi.org/10.1097/jom.0000000000000946.

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Graessle, William, Martha Matthews, Elizabeth Staib, and Antoinette Spevetz. "Utilizing Employee Assistance Programs for Resident Wellness." Journal of Graduate Medical Education 10, no. 3 (June 1, 2018): 350–51. http://dx.doi.org/10.4300/jgme-d-17-00845.1.

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Zanni, Guido R., and Jeannette Y. Wick. "Employee Wellness Programs: Tips for Achieving Success." Consultant Pharmacist 24, no. 7 (July 1, 2009): 544–50. http://dx.doi.org/10.4140/tcp.n.2009.544.

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Verne, Josh. "Financial Wellness Programs to Reduce Employee Stress." Compensation & Benefits Review 46, no. 5-6 (October 2014): 304–8. http://dx.doi.org/10.1177/0886368714566150.

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Holbrook, Kristine. "Five Best Practices for Employee Wellness Programs." ACSM's Health & Fitness Journal 15, no. 1 (January 2011): 38–40. http://dx.doi.org/10.1249/fit.0b013e318201d1ad.

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Ho, Sam. "The future of workplace wellness programs." Strategic HR Review 16, no. 1 (February 13, 2017): 2–6. http://dx.doi.org/10.1108/shr-11-2016-0101.

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Purpose A comprehensive look at how technology, health plan design and employee communication can improve workplace wellness programs. Design/methodology/approach There are numerous ways for employers to enhance their workplace wellness programs, helping to improve employee health and more effectively manage health-care costs. Findings There are numerous ways for employers to enhance their workplace wellness programs, helping to improve employee health and more effectively manage health-care costs. Originality/value The paper is original to Strategic HR Review.

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Onufrak, Stephen J., Kathleen B. Watson, Joel Kimmons, Liping Pan, Laura Kettel Khan, Seung Hee Lee-Kwan, and Sohyun Park. "Worksite Food and Physical Activity Environments and Wellness Supports Reported by Employed Adults in the United States, 2013." American Journal of Health Promotion 32, no. 1 (September 4, 2016): 96–105. http://dx.doi.org/10.1177/0890117116664709.

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Purpose: To examine the workplace food and physical activity (PA) environments and wellness culture reported by employed United States adults, overall and by employer size. Design: Cross-sectional study using web-based survey on wellness policies and environmental supports for healthy eating and PA. Setting: Worksites in the United States. Participants: A total of 2101 adults employed outside the home. Measures: Survey items were based on the Centers for Disease Control and Prevention Worksite Health ScoreCard and Checklist of Health Promotion Environments and included the availability and promotion of healthy food items, nutrition education, promotion of breast-feeding, availability of PA amenities and programs, facility discounts, time for PA, stairwell signage, health promotion programs, and health risk assessments. Analysis: Descriptive statistics were used to examine the prevalence of worksite environmental and facility supports by employer size (<100 or ≥100 employees). Chi-square tests were used to examine the differences by employer size. Results: Among employed respondents with workplace food or drink vending machines, approximately 35% indicated the availability of healthy items. Regarding PA, 30.9% of respondents reported that their employer provided opportunities to be physically active and 17.6% reported worksite exercise facilities. Wellness programs were reported by 53.2% working for large employers, compared to 18.1% for smaller employers. Conclusion: Employee reports suggested that workplace supports for healthy eating, PA, and wellness were limited and were less common among smaller employers.

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Huang, Haijing, Soeren Mattke, Benajmin Batorsky, Jeremy Miles, Hangsheng Liu, and Erin Taylor. "Incentives, Program Configuration, and Employee Uptake of Workplace Wellness Programs." Journal of Occupational and Environmental Medicine 58, no. 1 (January 2016): 30–34. http://dx.doi.org/10.1097/jom.0000000000000613.

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Warehime, Shane, Brian Coyle, Kayla Abel, Ami Sedani, Justin Holes, and Danae Dinkel. "A Qualitative Exploration of a Worksite Wellness Mini-Grant Program." Environmental Health Insights 13 (January 2019): 117863021983901. http://dx.doi.org/10.1177/1178630219839016.

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Mini-grant programs are an increasingly popular method for outside organizations (eg, non-profits, state agencies) to support wellness initiatives. However, little is known about mini-grant programs in worksites. The present study explored the implementation and outcomes of a worksite wellness mini-grant program. Semi-structured interviews were conducted with 12 wellness champions representing 12 worksites that were involved in a mini-grant program over a 4-year span. Interviews focused on general use, barriers and facilitators, and outcomes of the mini-grant initiatives. Mini-grants were generally used to support a short-term activity, such as purchasing food, which was not allowed per grant funding, or supporting a one-time event—this type of use diverged from recommended use of funds. Participants reported that outcomes from the mini-grant initiates were largely positive, highlighting culture shifts and increased awareness/perception of employer support for wellness. Barriers included culture (eg, employee attitudes, motivation), environment (eg, infrastructure, weather), and worksite characteristics (eg, multiple locations, number of employees), while facilitators included employee interest and involvement, established wellness culture, awareness and accessibility (eg, providing options, education), and support (eg, employer support, support from outside organizations). There was overlap between certain barriers and facilitators, indicating key areas of focus for future research and mini-grant programs.

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Zula, Ken. "Workplace Wellness Programs: A Comparison Between Best Practice Guidelines And Implementation." Journal of Applied Business Research (JABR) 30, no. 3 (April 24, 2014): 783. http://dx.doi.org/10.19030/jabr.v30i3.8564.

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This paper describes a study to determine best practice guidelines for employee wellness programming amongst organizations and/or employers. A sample of convenience (n = 200) from a local human resource management association was surveyed via e-mail with an internet based questionnaire containing 19 items regarding employee wellness programming, activities, effectiveness, and measurement. The results indicated that Best Practice Guidelines can be established from empirical literature. In addition, the findings indicate employers are implementing best practice guidelines in their existing workplace wellness activities. Most employers are participating in and engaged in workplace wellness activities which utilize effective communication, continuous improvement, accessible and involve employees, and partner with existing and established business relationships to create wellness activities. One area which requires further evaluation and development is the engagement of leadership within organizations.

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Solnet, David, Mahesh Subramony, Maria Golubovskaya, Hannah Snyder, Whitney Gray, Olga Liberman, and Rohit Verma. "Employee wellness on the frontline: an interactional psychology perspective." Journal of Service Management 31, no. 5 (May 6, 2020): 939–52. http://dx.doi.org/10.1108/josm-12-2019-0377.

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PurposeEmployee wellness is vital to creating high-quality employee–customer interactions, yet frontline service workers (FLSWs) do not typically engage in, or benefit from, wellness initiatives. This paper aims to conceptually model the interactive influences of organizational and employee factors in influencing FLSW involvement in wellness programs and provides suggestions on how service organizations can enhance wellness behaviors and outcomes.Design/methodology/approachThis paper builds upon classical and contemporary management theories to identify important gaps in knowledge about how employees and firms engage with wellness. Interactive psychology, emphasizing multidirectional interaction between person (employee) and situation (organization) wellness orientation, is introduced.FindingsThe paper develops a model that can be used to assess organizational wellness program effectiveness by emphasizing the interaction of employee and organizational wellness orientation. The model illustrates that wellness effectiveness relies equally on employee agency through an active wellness orientation matched with the organizational wellness orientation.Originality/valueThis paper questions the dominant approaches to assessing the effectiveness of workplace wellness initiatives, arguing for a more humanistic and agentic perspective rather than traditional organizationally centered fiscal measures.

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Bontrager, Faith, and Kimball P. Marshall. "Wellness marketing in the corporate context." International Journal of Pharmaceutical and Healthcare Marketing 14, no. 2 (April 4, 2020): 273–88. http://dx.doi.org/10.1108/ijphm-04-2019-0027.

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Purpose This paper aims to provide a literature review of corporate wellness programs to develop recommendations for effective internal marketing of healthy behaviors in work environments. Design/methodology/approach A review of research literature published since 2000 addresses corporate wellness programs’ justifications and best program design practices. Findings Corporate and employee benefits documented in the literature are reviewed and best practices from published literature are identified to guide the design of wellness programs. These include framing clear messages, alignment of corporate culture and business strategy with wellness program goals, senior leader support, clear objectives and evaluation, incorporation of peer support and enjoyable activities, utilization of effective priming for healthy choices and consideration of legal and ethical incentives. Research limitations/implications Further research is needed, including how to frame messages for diverse work groups, how to carry out effective program assessments, what types of marketing appeals are effective, what wellness activities lead to healthy behavior change and how is increased employee productivity related to quality of life. Additional questions include how priming encourages healthy behaviors, what promotes healthy workplace cultures and what social marketing appeals promote healthy behaviors. Practical implications Senior managers can implement findings to create effective wellness programs benefiting employees and firms through improved employee health and productivity and reduced corporate health-care costs. Social implications Effective wellness programs reduce overall health-care costs for society and provide improved participants’ quality of work, personal and family life. Originality/value This research uniquely applies internal marketing, social marketing and marketing exchange concepts to best practices from the wellness literature and applies these to recommendations for effective corporate-based wellness programs.

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Jones, Damon, David Molitor, and Julian Reif. "What do Workplace Wellness Programs do? Evidence from the Illinois Workplace Wellness Study*." Quarterly Journal of Economics 134, no. 4 (August 16, 2019): 1747–91. http://dx.doi.org/10.1093/qje/qjz023.

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Abstract Workplace wellness programs cover over 50 million U.S. workers and are intended to reduce medical spending, increase productivity, and improve well-being. Yet limited evidence exists to support these claims. We designed and implemented a comprehensive workplace wellness program for a large employer and randomly assigned program eligibility and financial incentives at the individual level for nearly 5,000 employees. We find strong patterns of selection: during the year prior to the intervention, program participants had lower medical expenditures and healthier behaviors than nonparticipants. The program persistently increased health screening rates, but we do not find significant causal effects of treatment on total medical expenditures, other health behaviors, employee productivity, or self-reported health status after more than two years. Our 95% confidence intervals rule out 84% of previous estimates on medical spending and absenteeism.

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Despard, Mathieu R., Ellen Frank-Miller, Yingying Zeng, Sophia Fox-Dichter, Geraldine Germain, Michal Grinstein-Weiss, and Meredith Covington. "Employee Financial Wellness Programs: Promising New Benefit for Frontline Workers?" Compensation & Benefits Review 52, no. 4 (August 19, 2020): 156–74. http://dx.doi.org/10.1177/0886368720942371.

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Interest among employers is growing in employee financial wellness programs (EFWPs), a new type of benefit to address financial stress among employees. EFWP benefits include financial counseling, small-dollar loans, and savings programs that address employees’ nonretirement financial needs. Little evidence exists concerning the availability and use of and outcomes associated with EFWPs, especially among low- and moderate-income (LMI) workers who may be in the greatest need of these benefits. We present findings concerning awareness and use of EFWPs from a national survey of LMI workers ( N = 16,650). Availability of different EFWP benefits ranged from 11 to 15% and over a third of workers were unaware of whether their employer offered an EFWP. Experiencing financial difficulties predicted both EFWP awareness and use suggesting that employers should take time to assess employees’ specific financial challenges to select benefits. Yet, use of EFWPs by LMI workers may suggest the need for better compensation and work conditions.

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John Britto, M., and R. Magesh. "Wellness Programs and Engagement of Information Technology Workforce." International Journal of Engineering & Technology 7, no. 3.1 (August 4, 2018): 75. http://dx.doi.org/10.14419/ijet.v7i3.1.16802.

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Physical, mental and spiritual well-being is the secret to success but employees in their quest for glory and money fail to maintain a balance between the three. Their workplace is the most affected when wellness of employees is at stake which would eventually decide the culture and fate of organisations in a dynamic global village. The current research analyses the effect of wellness programs at the workplace on employee engagement.

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Hui, Siu-kuen Azor, Kimberly Engelman, Theresa I. Shireman, Suzanne Hunt, and Edward F. Ellerbeck. "Opportunities for Cancer Prevention Using Employee Wellness Programs." American Journal of Health Education 43, no. 4 (July 2012): 226–32. http://dx.doi.org/10.1080/19325037.2012.10599239.

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Gebhardt, Deborah L., and Carolyn E. Crump. "Employee fitness and wellness programs in the workplace." American Psychologist 45, no. 2 (February 1990): 262–72. http://dx.doi.org/10.1037/0003-066x.45.2.262.

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Georgakopoulos, Alexia, and Michael P. Kelly. "Tackling workplace bullying." International Journal of Workplace Health Management 10, no. 6 (December 4, 2017): 450–74. http://dx.doi.org/10.1108/ijwhm-11-2016-0081.

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Purpose The purpose of this paper is to raise awareness of the benefits of wellness programs for contemporary organizations and aids in tackling workplace bullying. Design/methodology/approach This study used a qualitative design and employs a new empirical approach to tackle workplace bullying. With over a hundred working professionals engaged in focus groups and facilitation methodologies for a total of five workshops and 60 hours, this study suggests a new framework for intervening in workplace bullying that considers workplace wellness as a system. Findings The findings revealed that these professionals perceived workplace wellness as a formidable component of the health and success of employees, organizations, and community, and perceived workplace bullying as a serious threat to physical and mental wellness. Employee participation and involvement in the design of workplace wellness programs was viewed as essential to the success of these programs in organizations. Research limitations/implications This research has implications as it expands understanding and discovery into what aids employees to reduce their stress, fatigue, anxiety, and other conditions that lead to conflict or bullying in workplaces. It gives attention to a system of wellness that is vital to people and their organizations. Practical implications Study participants consistently asserted their desire to be active participants in establishing workplace wellness programs that effectively address workplace bullying, systems that enhance safety, and health. Social implications This study highlights the role organizations play in shaping individual and community physical and mental well-being, health, and safety through effective workplace wellness programs. Originality/value This study should be helpful to organizations and researchers looking to address workplace wellness, safety, and bullying in a context broader than just liability and the cost savings of employee physical health, and may further add to the discussions of workplace wellness policy and regulation.

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Passey, Deborah G., Meagan C. Brown, Kristen Hammerback, Jeffrey R. Harris, and Peggy A. Hannon. "Managers’ Support for Employee Wellness Programs: An Integrative Review." American Journal of Health Promotion 32, no. 8 (April 12, 2018): 1789–99. http://dx.doi.org/10.1177/0890117118764856.

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Objective: The aim of this integrative literature review is to synthesize the existing evidence regarding managers’ support for employee wellness programs. Data Source: The search utilized multiple electronic databases and libraries. Study Inclusion and Exclusion Criteria: Inclusion criteria comprised peer-reviewed research published in English, between 1990 and 2016, and examining managers’ support in the context of a worksite intervention. The final sample included 21 articles for analysis. Data Extraction: Two researchers extracted and described results from each of the included articles using a content analysis. Data Synthesis: Two researchers independently rated the quality of the included articles. Researchers synthesized data into a summary table by study design, sample, data collected, key findings, and quality rating. Results: Factors that may influence managers’ support include their organization’s management structure, senior leadership support, their expected roles, training on health topics, and their beliefs and attitudes toward wellness programs and employee health. Managers’ support may influence the organizational culture, employees’ perception of support, and employees’ behaviors. Conclusions: When designing interventions, health promotion practitioners and researchers should consider strategies that target senior, middle, and line managers’ support. Interventions need to include explicit measures of managers’ support as part of the evaluation plan.

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NYANGA, Takupiwa, and Rosemary SIBANDA. "IMPACT OF ONSITE HEALTH CARE CENTERS ON JOB SATISFACTION IN ARMED CONFLICT SOCIETIES: THE ZIMBABWEAN WAR OF LIBERATION PERSPECTIVE." Business Excellence and Management 9, no. 3 (September 15, 2019): 47–58. http://dx.doi.org/10.24818/beman/2019.9.3-04.

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Employee wellness is one of the key and most essential antecedents to employee and organizational performance. Organisational performance heavily depends on the health and wellness of employees and their attitude towards their work. The study explored the relationship between wellness programs and job satisfaction for workers in armed conflict societies. The study focused on one wellness program; that is the establishment of organizational onsite health centers. A quantitative research methodology was employed to carry out the study. A questionnaire was used to solicit data from 50 people who witnessed or directly or indirectly participated in the war of liberation in Zimbabwe and the civil war in Mozambique. Descriptive statistics was used to analyze the collected data. The study established that there is a strong relationship between the establishment of onsite health centers and job satisfaction. All the major services of health clinics such as provision of health services to the injured during the war, provision of counseling services, provision of physical fitness programs and provision of ill-health prevention services showed a strong relationship with job satisfaction. It was recommended that all organizations operating in armed conflict societies should establish health centers within their premises to provide health services to the physically and emotionally injured employees.

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Passey, Deborah G., Kristen Hammerback, Aaron Huff, Jeffrey R. Harris, and Peggy A. Hannon. "The Role of Managers in Employee Wellness Programs: A Mixed-Methods Study." American Journal of Health Promotion 32, no. 8 (April 12, 2018): 1697–705. http://dx.doi.org/10.1177/0890117118767785.

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Purpose: The purpose of this study is to evaluate managers’ barriers and facilitators to supporting employee participation in the Washington State Wellness program. Design: Exploratory sequential mixed methods. Setting: Four Washington State agencies located in Olympia and Tumwater, Washington. Participants: State employees in management positions (executive, middle, and line), whose job includes supervision of subordinates and responsibility for the performance and conduct of a subunit or group. Methods: We interviewed 23 managers and then used the results to create a survey that was fielded to all managers at the 4 agencies. The survey response rate was 65% (n = 607/935). Analysis: We used qualitative coding techniques to analyze interview transcripts and descriptive statistics to summarize survey data. We used the Total Worker Health framework to organize our findings and conclusions. Results: Managers support the wellness program, but they also face challenges with accommodating employees’ participation due to workload, scheduling inflexibility, and self-efficacy to discuss wellness with direct reports. About half the managers receive support from the manager above them, and most have not received training on the wellness program. Conclusion: Our findings point to several strategies that can strengthen managers’ role in supporting the wellness program: the provision of training, targeted messages, formal expectations, and encouragement (from the manager above) to support employees’ participation.

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Carter, Patricia, Josh Eyer, Abby Horton, and Carolyn MacVicar. "310 Outcomes of a Sleep and Stress-Focused Employee Wellness Program." Sleep 44, Supplement_2 (May 1, 2021): A123—A124. http://dx.doi.org/10.1093/sleep/zsab072.309.

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Abstract Introduction The Sleep More, Stress Less Program (SMSL) is a University of Alabama (UA) employee wellness program designed to help participants implement health behavior changes to improve sleep quality and stress management. Workplace wellness programs offer a win-win for the employee and employer through improved health and reduced absenteeism. However, many programs fail to show effectiveness on health and workplace metrics, even with an increase in targeted health behaviors. This may be due—at least in part—to employee self-selection and data collection limitations. The SMSL program addresses these challenges by recruiting employees experiencing sleep and stress issues and using a rigorous assessment approach that records data on behavior changes, process goals, intermediate mechanisms, and health outcomes. We present findings from the SMSL program evaluation conducted Fall 2020. Methods The SMSL program is delivered online with both synchronous and asynchronous content (videos and exercises). The content combines evidence-based interventions for sleep and stress with the science of behavioral motivation. All adult (19–99 years) UA employees were eligible and recruitment occurred through the WellBama website and employee emails. Employees are encouraged to select programs that match their health issues. Participants complete an online pre-program assessment and track their sleep and stress for one week. Next, participants complete the SMSL educational program over the next three weeks. In the fifth week, participants track their sleep and stress and complete the online post-program assessment. Results 60 of the initial 85 participants completed all assessments (70.5%). Participants were primarily Female (79%) and Caucasian (77%) or Black (15%), and aged 24–68 (m=44) years. Moderate improvements were reported in total sleep time, sleep maintenance, and time to return to sleep after awakening. Similar improvements were observed in stress scores. Qualitative evaluation of participant behavior goals revealed a focus on sleep scheduling, stimulus reduction, and relaxation. Conclusion Employee wellness program evaluation is often affected by selection and measurement bias. The SMSL program targeted individuals experiencing stress and/or sleep problems and measured multiple outcomes to identify benefits over the 5-week program. Other wellness programs would benefit from this approach in order to capture true program outcomes. Support (if any) N/A

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Jenkins, Kristi Rahrig, and Bruce W. Sherman. "Wellness Program Nonparticipation and Its Association With Employee Turnover." American Journal of Health Promotion 34, no. 5 (February 27, 2020): 559–62. http://dx.doi.org/10.1177/0890117120907867.

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Purpose: This study examines the association between nonparticipation in wellness activities and employee turnover risk. Design: Retrospective, cross-sectional analysis. Setting: Large university in the Midwestern United States. Participants: Employees with continuous employment during 2016 and complete human resources and wellness program data (n = 34 405). Methods: Demographic, health risk assessment (HRA), and wellness program participation data were collected in 2016 and paired with administratively recorded turnover status from 2017. For the multivariate analyses, logistic regression models were used. Results: There were statistically significant associations between various socioeconomic and demographic characteristics (gender, age, race, wage, union and faculty status, and health score) with turnover status. Also, all 3 participation levels (participated in the HRA only, participated in the HRA and wellness programming, and participated in wellness programming only) had lower odds of experiencing turnover compared to nonparticipants (participated in the HRA only [adjusted odds ratio, AOR: 0.89; confidence interval, CI: 0.80-0.99], participated in wellness program(s) only [AOR: 0.77; CI: 0.62-0.95] and participated in both the HRA and program(s) [AOR: 0.82; CI: 0.74-0.91], respectively). Conclusion: Employee participation in wellness program activities appears to represent a measure of engagement with work. Nonparticipation in these programs is associated with increased risk of employment turnover in the subsequent year.

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Marshall, Craig. "Analysis of a comprehensive wellness program's impact on job satisfaction in the workplace." International Hospitality Review 34, no. 2 (October 8, 2020): 221–41. http://dx.doi.org/10.1108/ihr-05-2020-0014.

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PurposeThis research study included an examination into the extent that a comprehensive wellness program affects employees' job satisfaction levels. As the leaders of more hospitality organizations implement wellness programs in the workplace, they will want to understand what factors, besides the employees' health, the wellness programs can impact. Survey participants were self-identified employees of the hospitality organization who did or did not participate in the wellness program. Research findings indicated there was a significant difference in extrinsic and intrinsic job satisfaction levels between employees who participated and employees who were nonparticipating in the wellness program.Design/methodology/approachThe population for this study was from a contract foodservice organization that provides facility services to higher education organizations, from their northeast regional location that consisted of approximately 200 employees. The employees of the organization ranged from entry-level positions, up to and including senior-level management. The researcher solicited employees in all departments in the organization to participate in the survey. The company offers a comprehensive wellness program, and all employees in the organization had a choice to participate in the wellness program.FindingsThe intent of the study was to determine if participating in a wellness program affected the employee's job satisfaction levels. Securing a hospitality organization to survey was a challenge, possibly because the survey included questions about job satisfaction. The purpose of the study was to identify whether participation in the wellness program affected employees' extrinsic and intrinsic job satisfaction levels. Hospitality organizations continue to allocate resources to implement and improve existing wellness programs in the workplace. Researchers had not specifically focused on the potential impact a wellness program might have on employee job satisfaction levels. Cyboran and Goldsmith (2012) concluded organization leaders should take steps to create an effective workplace. The study showed that even though hospitality organization leaders are dedicating resources to the development and implementation of wellness programs, participating in the wellness program has an effect on increasing or maintaining current employees' extrinsic and intrinsic job satisfaction levels throughout the organization.Originality/valueThis is the author’s research that was conducted for a dissertation that has been turned into a research article for publication.

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Hudson, Kathy L., and Karen Pollitz. "Undermining Genetic Privacy? Employee Wellness Programs and the Law." New England Journal of Medicine 377, no. 1 (July 6, 2017): 1–3. http://dx.doi.org/10.1056/nejmp1705283.

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Despard, Mathieu R., Ellen Frank-Miller, Sophia Fox-Dichter, Geraldine Germain, and Matthew Conan. "Employee financial wellness programs: Opportunities to promote financial inclusion?" Journal of Community Practice 28, no. 3 (July 2, 2020): 219–33. http://dx.doi.org/10.1080/10705422.2020.1796878.

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Byrd, Kendra, Kathryn Silliman, and Michelle Neyman Morris. "Impact of a three-year worksite wellness program on employee blood lipid levels." Californian Journal of Health Promotion 6, no. 1 (September 1, 2008): 49–56. http://dx.doi.org/10.32398/cjhp.v6i1.1292.

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Worksite wellness programs can be used to implement interventions aimed at addressing current rates of obesity and related chronic disease and their associated health care costs. The purpose of this study was to evaluate the impact of a worksite wellness program on blood lipid levels among employees at a rural manufacturing plant in Northern California. Pre to post changes were analyzed using paired sample ttests. Demographic data collected as part of a subsequent nutrition education component of the program indicated that the employees were mostly male (88%) and Caucasian (71%), with a mean age of 47 ± 9 years. Forty-seven percent of the subjects were overweight and 38% obese. Following the three-year worksite wellness program, subjects’ total cholesterol, LDL-cholesterol, and triglyceride levels decreased, while their HDL-cholesterol levels increased significantly. These results suggest that long-term worksite wellness programs can improve employee health outcomes.

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Dailey, Stephanie L., Tricia J. Burke, and Emmalene G. Carberry. "For Better or For Work: Dual Discourses in a Workplace Wellness Program." Management Communication Quarterly 32, no. 4 (December 6, 2017): 612–26. http://dx.doi.org/10.1177/0893318917746018.

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Despite the ubiquity of workplace health promotion (WHP) programs, research has yet to address how employees make sense of the various meanings surrounding free wellness time at work. Through interviews with 30 participants of a workplace wellness program, this study uncovered organizational and employee discourses surrounding health at work. In sharing their health narratives, employees drew on dual discourses, expressing multiple meanings in the program’s rationale, workers’ participation, and the results of workplace health initiatives. Our findings contribute to WHP literature by proposing workplace wellness programs as a site of struggle, drawing attention to the role of agency in WHP participation, extending managerialism in WHP outside the corporate setting, and connecting workplace wellness scholarship to the meaning of work and work–family policy research.

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Pitcavage, J. M., J. Tomcavage, J. B. Jones, and D. D. Maeng. "Value Of A Zero-Copay Drug Program: Implication For Employee Wellness Programs." Value in Health 17, no. 3 (May 2014): A148. http://dx.doi.org/10.1016/j.jval.2014.03.858.

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Sandone, M., B. I. Jordan, and V. McLymont. "Using Outcome Measures to Improve Nutrition Programs for an Employee Wellness Program." Journal of the American Dietetic Association 110, no. 9 (September 2010): A93. http://dx.doi.org/10.1016/j.jada.2010.06.345.

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Secchi, Davide, Hong T. M. Bui, and Kathleen Gamroth. "Involuntary wellness programs: the case of a large US company." Evidence-based HRM: a Global Forum for Empirical Scholarship 3, no. 1 (April 7, 2015): 2–24. http://dx.doi.org/10.1108/ebhrm-09-2013-0031.

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Purpose – The purpose of this paper is to investigate recent healthcare reform in the USA, which allows insurance companies to proactively intervene in improving the long-term health of employees, by providing wellness programs as part of their benefits package. Design/methodology/approach – The authors present and analyze data on how employees of a large US Midwest “media and education” company (n=154) perceive economic incentives toward well-being. Data are collected using survey methods and analyzed with a logistic regression. Findings – This study suggests that fairness, accessibility, intention to switch to a healthier lifestyle and desire to see more health-related initiatives affect the way employees seek to participate in the new involuntary wellness programs. By contrast, satisfaction, participation, and income to not affect how these new programs are perceived. Research limitations/implications – These findings suggest that human resource managers should pay attention to employees who are not active in existing wellness programs, and provide support during the transition toward the new involuntary programs, to avoid potential frustration, demotivation, disengagement and, ultimately, decreasing performance among employees. Originality/value – The study is among the first to analyze involuntary wellness programs in the USA, and it provides a basis on which to expand further studies. This research contributes to support the idea that employee wellness is unlikely to be enforced by rule or policy.

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Szrek, Helena, Vlad Gyster, Phil Darnowsky, and Ana Rita Farias. "Messaging, monetary incentives, and participation in wellness programs." International Journal of Workplace Health Management 12, no. 5 (September 26, 2019): 289–97. http://dx.doi.org/10.1108/ijwhm-11-2018-0148.

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Purpose Many companies in the USA have corporate wellness programs but are having trouble encouraging employees to take part in these programs. Even with monetary incentives, many employees do not join. The purpose of this paper is to consider whether timely reminders combined with monetary incentives improve participation in health benefit programs. Design/methodology/approach Employees of a large manufacturing company across multiple facilities were encouraged to enroll in a messaging service. Once a week, members received an SMS or e-mail reminder to complete a Health Risk Assessment (HRA) and Health Action Plan (HAP). The authors segmented employees based on prior year health insurance plan choice and HRA participation to analyze current HRA and HAP completion, with and without intervention. Findings The intervention increased completion rates 6 percent for subgroups that completed the HRA in the prior year and 34–37 percent for those that did not. Practical implications Corporate wellness programs should develop good communication channels with employees. The effectiveness of such programs will depend also on employee engagement. Originality/value With better communication, companies could raise participation in corporate wellness programmes and potentially reduce some of the monetary incentives that they currently offer.

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Sabharwal, Meghna, L. Douglas Kiel, and Imane Hijal-Moghrabi. "Best Practices in Local Government Wellness Programs: The Benefits of Organizational Investment and Performance Monitoring." Review of Public Personnel Administration 39, no. 1 (December 26, 2016): 24–45. http://dx.doi.org/10.1177/0734371x16682817.

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Over the last 25 years, municipal governments responded to an environment of increasing health care costs by implementing workplace wellness programs. Research reveals that workplace wellness programs can produce performance benefits ranging from reduced health care costs to productivity improvements. However, there is no systematic study of local government wellness programs that identifies the practices that produce cost reductions and productivity improvements. This article presents the results of a national survey of wellness programs in U.S. municipalities. We develop an index of program success using performance data from our sample. Statistical analysis reveals that targeted investments and performance monitoring, at both the individual and program level, serve to reduce costs and improve employee productivity. This research, thus, provides evidence for best practices in local government wellness programs. Given the array of potential benefits of wellness programs and the locus of employers in the provision of health care benefits, it is necessary to further investigate wellness programs in U.S. local governments.

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Khubchandani, Jagdish, and Timothy R. Jordan. "Undermined Determinant of a College’s Success." Californian Journal of Health Promotion 7, no. 2 (December 1, 2009): 102–10. http://dx.doi.org/10.32398/cjhp.v7i2.2018.

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Our society has taken college employees' health and wellbeing for granted and has not recognized that many of the economic, intellectual and artistic accomplishments in American life are in large part due to the invaluable contributions of college employees. The health and wellbeing of college employees is an underappreciated area of intervention for worksite health promotion. In comparison to the corporate world, service industries and the manufacturing industries, the wellness of college employees is often at the bottom of the priority list for the health and wellness of the workforce in the United States. This commentary calls for an increased involvement of health educators in college employee health and wellness promotion programs, wellness initiatives, policy changes and research.

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Kumar, Sameer, Michael McCalla, and Eric Lybeck. "Operational impact of employee wellness programs: a business case study." International Journal of Productivity and Performance Management 58, no. 6 (July 24, 2009): 581–97. http://dx.doi.org/10.1108/17410400910977109.

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Scovill, Sallie M., and Matthew D. Waite. "Linking Theory To Practice: Experiential Learning In An Employee Wellness Practicum." American Journal of Health Sciences (AJHS) 3, no. 4 (September 21, 2012): 261–68. http://dx.doi.org/10.19030/ajhs.v3i4.7319.

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Engaging students in a process that connects real world experience with their course of study is well documented in the literature as a pedagogy linked with experiential learning. This paper is a case study of an experiential learning (EL) process in a practicum course in Employee Wellness. This case study describes how this unique program follows an EL model where students work together to manage an on-campus wellness programs for employees at the University of Wisconsin - Stevens Point.

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Hoert, Jennifer, Ann M. Herd, and Marion Hambrick. "The Role of Leadership Support for Health Promotion in Employee Wellness Program Participation, Perceived Job Stress, and Health Behaviors." American Journal of Health Promotion 32, no. 4 (December 5, 2016): 1054–61. http://dx.doi.org/10.1177/0890117116677798.

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Purpose: The purpose of the study was to explore the relationship between leadership support for health promotion and job stress, wellness program participation, and health behaviors. Design: A cross-sectional survey design was used. Setting: Four worksites with a range of wellness programs were selected for this study. Participants: Participants in this study were employees (n = 618) at 4 organizations (bank, private university, wholesale supplier, and public university) in the southeastern United States, each offering an employee wellness program. Response rates in each organization ranged from 3% to 34%. Measures: Leadership support for health promotion was measured with the Leading by Example instrument. Employee participation in wellness activities, job stress, and health behaviors were measured with multi-item scales. Analysis: Correlation/regression analysis and descriptive statistics were used to analyze the relationships among the scaled variables. Results: Employees reporting higher levels of leadership support for health promotion also reported higher levels of wellness activity participation, lower job stress, and greater levels of health behavior ( P = .001). To ascertain the amount of variance in health behaviors accounted for by the other variables in the study, a hierarchical regression analysis revealed a statistically significant model (model F7,523 = 27.28; P = .001), with leadership support for health promotion (β = .19, t = 4.39, P = .001), wellness activity participation (β = .28, t = 6.95, P < .001), and job stress (β = −.27, t = −6.75, P ≤ .001) found to be significant predictors of health behaviors in the model. Exploratory regression analyses by organization revealed the focal variables as significant model predictors for only the 2 larger organizations with well-established wellness programs. Conclusion: Results from the study suggest that employees’ perceptions of organizational leadership support for health promotion are related to their participation in wellness activities, perceived job stress levels, and health behaviors.

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Busbin, James W., and Donald R. Self. "The Utilization of Employee Wellness Programs by Government, Business and Industry:." Health Marketing Quarterly 12, no. 1 (December 19, 1994): 49–72. http://dx.doi.org/10.1300/j026v12n01_06.

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Smith, Kevin J., and Ryan Duffy. "Avoiding the Legal Pitfalls in Designing and Implementing Employee Wellness Programs." Employment Relations Today 39, no. 4 (February 14, 2013): 81–88. http://dx.doi.org/10.1002/ert.21393.

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Stanwick, Sarah D., Peter A. Stanwick, and Lori Muse. "How wellness programs can boost the bottom line through employee involvement." Journal of Corporate Accounting & Finance 10, no. 4 (1999): 17–25. http://dx.doi.org/10.1002/(sici)1097-0053(199922)10:4<17::aid-jcaf2>3.0.co;2-m.

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Otenyo, Eric E., and Earlene A. Smith. "An Overview of Employee Wellness Programs (EWPs) in Large U.S. Cities." Public Personnel Management 46, no. 1 (January 23, 2017): 3–24. http://dx.doi.org/10.1177/0091026016689668.

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Rucker, Michael Raymond. "Workplace wellness strategies for small businesses." International Journal of Workplace Health Management 10, no. 1 (February 6, 2017): 55–68. http://dx.doi.org/10.1108/ijwhm-07-2016-0054.

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Purpose The purpose of this paper is to identify strategies used within small- to mid-size organizations that run effective workplace wellness programs, and remedy a current research gap that exists in the available academic literature regarding this topic. Design/methodology/approach Data were collected from four organizations in the form of case studies. Similarities, differences and patterns between different cases were explored, and thematic analysis was used to identify and explain meaningful commonalities between the programs studied. Findings The analysis revealed five overarching common concepts: innovation, company culture, employee-centric, environment, and altruism. Under these five concepts, 19 common themes were identified that represent common workplace wellness strategies. Research limitations/implications A relatively small number of participants were included in the study, which could be viewed as a limitation of the qualitative approach. Practical implications This study identified several strategies used by small- to mid-sized businesses (SMBs) with effective and viable workplace wellness programs and could help inform the practices of other small businesses. The study’s findings could also be applied to broader theory in organizational and social psychology. Social implications Strategies from this study potentially could be used to help improve the well-being of employees in SMBs. Originality/value The study challenges some of the established views on workplace wellness and provides a better understanding of the unique attributes of successful SMB programs, especially when compared to the attributes of workplace wellness programs operating in larger enterprises.

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Xiu, Lin, Kim Nichols Dauner, and Christopher Richard McIntosh. "The impact of organizational support for employees’ health on organizational commitment, intent to remain and job performance." Evidence-based HRM: a Global Forum for Empirical Scholarship 7, no. 3 (December 2, 2019): 281–99. http://dx.doi.org/10.1108/ebhrm-10-2018-0062.

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Purpose The purpose of this paper is to examine the relationship between employees’ perceptions of organizational support for employee health (OSEH) and employees’ turnover intention and job performance, with a focus on the possible mediating roles of affective commitment and wellness program participation in these relationships. Design/methodology/approach Data were collected from surveys of employees at a public university that provides employees with a variety of wellness program options. Conditional procedural analysis was conducted to test the model. Findings Results showed that employees’ perceptions of OSEH positively related to both turnover intention and job performance and that affective commitment fully mediated the relationships between OSEH perceptions and both dependent variables. Research limitations/implications Cross-sectional data were collected on OSEH, affective commitment, employees’ intent to remain in the organization and job performance. Future studies based on panel data would be helpful to establish the causal relationships in the model. Practical implications Our findings show that employees’ perceptions of OSEH are likely to affect behavioral outcomes through affective commitment, suggesting that managers should ensure that employees are aware of organizational support for health promotion. Our findings also suggest that organizations move beyond a focus on design of wellness programs to include an emphasis on the overall OSEH. Originality/value This research study is the first empirical examination on the two possible channels through which organizational health support may influence employees’ intent to remain and job performance – participation in wellness programs and affective organizational commitment. The results are of value to researchers, human resource management managers, employees and executives who are seeking to develop practices that promote employee health at the workplace.

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Bruno, David Gerard, James R. Brown, and Evan D. Holloway. "Participants’ Perspectives of a Worksite Wellness Program Using an Outcome-Based Contingency Approach." Advances in Social Work 18, no. 2 (December 17, 2017): 595–610. http://dx.doi.org/10.18060/21624.

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Worksite wellness programs in the U.S. are increasingly common. Social workers in healthcare and administration should familiarize themselves with the various wellness programs and the impact they have on workers and organizations. This study examined a worksite wellness outcome-based contingency approach (WWOCA). This approach bases individual employee health insurance discounts on each participant achieving biometric goals. A mixed-method explanatory approach was used. Quantitative health measures of participants (n = 397) and six focus group discussions (n = 45) were conducted using a convenience sample. Results indicate that over half of the participants met their work-based health goals (i.e., body measurements at the average or excellent rankings) with increases from 56% in year one to 87% in year two and 90% by year three. However, focus group participants expressed a high sense of failure in relation to health goal attainment, frustration with loss of the financial incentive, and stress and anxiety linked to negative feedback about their body measurements. These results suggest that many participants’ self-worth was negatively impacted when participants had difficulty conforming to worksite wellness standards. Social workers in healthcare and administration will need to advocate for worksite wellness programs that promote human dignity and avoid discriminating based on employee health status.

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Journal articles on the topic 'Employee wellness programs'

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