Obesity, a condition of having a body mass index (BMI) greater than 30, is a universal epidemic with the greatest prevalence in the United States. The greatest concern with this epidemic health problem is that it presents with many comorbidities and is a risk factor for other chronic diseases. Employee wellness programs (EWP) have been in place for years and incorporate programs on weight management, nutritional education, and smoking cessation to reduce risk factors associated with chronic diseases. These programs utilize the concept of empowerment, often guided by Pender's self-management theory, to encourage employees to take onus for their health by making better lifestyle choices. The research question for this project addressed whether obesity rates as measured by BMI could be diminished through an EWP by implementing health promotion strategies. This EWP project was conducted utilizing a quasi-experimental, 1-group, pretest-posttest design with a convenience sample of 23 employees who had a BMI > 30 and were from a health information management department of a health care organization in southeast Florida. The project evaluated whether a 6-week EWP would decrease the BMI of participants. Data were analyzed using paired sample t test and Statistical Product and Service Software. The results of the paired sample t test indicated there was a significant decrease in BMI from the preintervention to the postintervention. The results demonstrated that health promotion strategies implemented by an advanced practice nurse can affect obesity rates while effecting social change and supporting a culture of health and well-being.

Employee wellness programs are an essential tool in the Human Resources toolkit. Even though research has provided evidence of the effectiveness of an employee wellness program within an organisation, the sustainable implementation thereof has remained sporadic in developing countries like South Africa. This qualitative study has explored perceptions around employee wellness as held by management level staff in the hospitality, media and health industries. Data was collected via semi-structured interviews and documentary analysis and analysed using thematic analysis (TA). The results of the study has shown that managers understand the potential role that employee wellness programs can play, but that there are too many barriers to overcome in implementing a sustainable program. Questions such as ‘How do I offer something for everyone?’ and ‘What if employees do not want to participate?’ remain unanswered. Recommendations made as consequence include the development of a typology of employee wellness programs in developing countries; support to organisations in implementing an employee wellness program; and, integrating employee wellness into the daily operations of an organisation. / Dissertation (MA (HMS) Sport and Recreation Management)--University of Pretoria, 2021. / Sports Medicine / MA (HMS) Sport and Recreation Management / Unrestricted

M.Phil. (Industrial Psychology) / Orientation: Positive experiences in the workplace, such as support and work engagement, are essential for enhancing subjective wellbeing (happiness and satisfaction with life). Purpose: The aim of the study was to investigate the relationship between social support, supervisor support, work engagement, happiness, and satisfaction with life, as well as investigate whether work engagement mediates support on subjective wellbeing (happiness and satisfaction with life). Motivation: The presence of support (social and supervisor) and work engagement can spill over and affect non-work; specifically, subjective wellbeing (happiness and satisfaction with life). Individuals with high subjective wellbeing are successful across multiple life domains. Method: A cross-sectional survey was used with participants spanning across diverse organisations, ages, racial groups and occupational levels (N=789). The Work Engagement Scale (May, Harter, & Gilson, 2004), Job Demands-Resources Scale (Jackson & Rothmann, 2005), Satisfaction with Life Scale (Diener, Emmons, Larsen, & Griffin, 1985 ) and Subjective Happiness Scale (Lyubomirsky & Lepper, 1999) were used to determine the objectives of this study. Results: The results show significant relationships between happiness, satisfaction with life, social support, organisational support, and work engagement. Additionally, work engagement predicted happiness and satisfaction with life; social support predicted work engagement and satisfaction with life. Supervisor supports predicted subjective wellbeing (happiness and satisfaction with life) but not work engagement. There is therefore partial mediation, as supervisor support did not predict work engagement. Contribution: This study seeks to highlight the concept of support (social and supervisor) and work engagement as constructs that are significant in enhancing subjective wellbeing (happiness and satisfaction with life). Through organisations promoting these positive outcomes at work, enhances productivity.

Thesis (M. Dev.) -- University of Limpopo, 2016 / Wellness Management strives to meet the health and wellness needs of the public servants through diverse preventative and curative measures by customizing those aspects from traditional programmes such as Employee Assistance Programme (EAP), Work life Balance and, Wellness Management programmes. These are the most relevant and fit the uniqueness of the public service and its mandate. The provision of such diverse programmes is vital in the public service setting. In order to determine the effectiveness of these programmes, an evaluation is therefore necessary to validate its existence in fulfilling its objectives and furthermore, improving its performance. The aim of this research study was to evaluate the effectiveness of Wellness Management Programme (WMP) in the Department of Agriculture in the Capricorn District, concentrating on the provision, utilization and awareness of the programme. The study also investigate the benefits of the programme to both the employee and the employer and the extent to which they derive value in the programme. Supervisors and supervisees respectively were interviewed, and they both regarded the programme as effective and furthermore as a good and suitable option in improving job performance in the department. However, the utilization of the programme is mainly from employees in the administration field, with less utilization from technical employees, which further calls for promotion of the programme to technical/core employees and their management. The majority of respondents were aware of the programme and are currently satisfied with the accessibility of coordinators of the programme, although the challenge is still with EAP services. The centralisation of EAP at Provincial office delays progress and effective utilization of the services and therefore decentralisation of the services to district office, the recruitment of qualified professionals and establishment of EAP Advisory Committees are recommended. The majority of supervisors and supervisees who had utilised the services have seen improvements in their lives and their job performance, hence they still recommend the services to other colleagues. Management support and involvement through the provision of advises, budget and so forth is crucial in the improvement of the programme utilization.

Introduction: Adult obesity is a significant public health problem, increasing chronic disease and resulting in health and economic implications. The worksite environment provides a setting for comprehensive Worksite Health Promotion programs that can benefit employees and employers. However, the literature identifies barriers to implementation of WHP programs and achievement of positive outcomes. The purpose of this study was to determine if a DeKalb County Board of Health Employee Wellness Policy that provides work breaks during the workday for employees to engage in wellness activities has resulted in actual use of the break and employee perceived benefits. The study also examined barriers to use of the wellness break. Methods: In collaboration with the DeKalb County Board of Health, a cross-sectional study of 187 employees across eight locations was conducted. The survey instrument included both quantitative and qualitative questions and was administered electronically or in person via group administration. Results: Of survey respondents, 74% knew about the Employee Wellness Policy, 57% understood policy guidelines, and 41% had ever used wellness breaks. Respondents most often reported using wellness breaks for physical activity, most often for walking/jogging. A majority of employees using wellness breaks reported positive outcomes including: increased physical activity (64.4%), weight loss (65.2%), increased productivity (79.5%), improved work relationships (86%), increased work morale (64.4%), and increased overall positive outlook (69.9%). Barriers to utilization included: lack of time, lack of knowledge, lack of encouragement from management, and clinical setting. Management employees were significantly more likely to know about the policy and understand policy guidelines compared to non-management employees. Clinical employees were significantly less likely to ever use wellness breaks and less likely to feel their manager supports the policy. Conclusion: Sampled employees participating in wellness breaks perceive health and work-related benefits; however barriers have prevented some employees from utilizing the breaks. Quantitative and qualitative data may inform wellness policy changes for improved utilization and outcomes. Findings related to self-reported employee outcomes provide some support for a discretionary paid work break policy in the workplace.

Thesis (M.Com. (Industrial Psychology))--North-West University, Potchefstroom Campus, 2009.

Thesis (M.Com. (Industrial Psychology))--North-West University, Potchefstroom Campus, 2009.

Magister Commercii (Industrial Psychology) - MCom(IPS) / Through the Health and Safety Act, government has placed pressure on corporate organisations to exercise their duty of care and provide support to employees who may have psychological difficulties. Employee Assistance Programmes (EAP) is the one way in which organisations can fulfil their duty according to the Health and Safety Act. Human Resource is most important and valuable resource an organisation has which is often not even recognized. The effectiveness of an organisation is to a large extent dependent on the well-being of its staff. An employee assistance programme is designed to help employers manage issues of performance in the workplace. Employees manage the balance between work and personal pressures which have become increasingly part of daily life. Furthermore, the success of this programme depends on the flexibility it has according to the ever-changing needs of employees, organisations and society. The organisation in this study does not have formal assistance programmes in place to provide support to its employees who may have psychological difficulties. This study examines the need of an Employee Assistance Programme from the perception of both the employer and the employee and reveals that both groups have different needs, experience different types of problems and view the EAP in different contexts. Despite the differences in opinion, the evidence indicates that both employer and employee perceive there to be a great need for an EAP.

HIV and AIDS stigma has become a vital challenge for all stakeholders in the workplace. Although government has developed policies on managing HIV and AIDS, indications are that the implementation of these policies and strategies has not been effective in mitigating HIV and AIDS workplace stigma. The key thrust for conducting this qualitative study was to explore the perceptions of Employee Wellness Practitioners concerning HIV and AIDS stigma in the Gauteng Provincial Government [GPG] departments. The study was geared towards ascertaining empirically the Employee Wellness Programme [EWP] practitioners’ perceptions regarding the manifestation of HIV and AIDS stigma, the context of stigma in a government department, and insight into whether workplace interventions have been effective in mitigating stigma. The general orientation to the study in Chapter 1 provides an overview of the definition of the problem of stigma, and also of the goals and objectives of the study, the research question, empirical approach, research design and methodologies used, pilot testing of data collection instrument, research population, sampling methods, ethical considerations and the structure of the study report. Fourteen EWP practitioners from the 13 GPG departments were interviewed by the researcher. The literature review in Chapter 2 theoretically scrutinises the problem of HIV and AIDS stigma with specific reference to the types, forms sources, causes and consequences of stigma. The conjectural context of HIV and AIDS stigma in the workplace is expounded and workplace interventions are explored. Chapter 3 of this study presents and analyses the data collected from the respondents. Findings indicate that HIV and AIDS stigma is widespread in the GPG departments and that workplace responses as per EWP practitioners’ perceptions are diverse. HIV and AIDS stigma mitigation strategies necessitate the use of multi-dimensional, multi-disciplinary and multi-sectoral approaches which should be tailored to address the challenges and needs of relevant stakeholders. From the results of this study it is apparent that HIV and AIDS stigma has an immense impact on the performance of government employees, and that current HIV and Employee Wellness policies are not sufficient to enhance stigma mitigation in the workplace. Lack of support, commitment and visionary leadership in government departments impede the hard EWP practitioners’ efforts to de-stigmatise HIV and AIDS in the GPG. Chapter 4 presents the conclusions and recommendations for prioritisation and implementation through workplace interventions. Copyright / Dissertation (MSW)--University of Pretoria, 2009. / Social Work and Criminology / unrestricted

Evidence supporting the benefits of worksite health promotion (WHP) programs is extensive. Research shows these programs can improve the health of participants, lower health care costs, and improve the bottom line of employers. Although the evidence of these benefits is vast, reported participation in WHP is not optimal. Little published data exists on employees' perceived incentives and barriers for participation in WHP. The purpose of this study was to determine perceived barriers and incentives for participation in an existing WHP program at a large land-grant university. Opinions of eligible WHP participants were collected using a web-based questionnaire (n = 321). The questionnaire was adapted from questions used in the 2004 HealthStyles survey. Overall percentages and odds ratios of responses were calculated and stratified by demographics. Respondents were 68.5% female, 76.6% were college graduates, 47% were active, and 32.7% had a BMI ≥ 30. The most common reported barrier to using employee wellness services was no time during work day (60.2%). Women were more likely than men to report lack of energy (OR, 4.5; 95% CI, 1.7-11.9) and no time during work day (OR, 2.6; 95% CI, 1.4-4.8) as barriers to participation. Respondents who were underweight and overweight were less likely to report lack of energy than respondents who were obese (OR, 0.2; 95% CI, 0.1-0.6; OR, 0.4; 95% CI, 0.2-0.9). The most common reported incentive was having programs at a convenient time (66.6%). Younger respondents were much more likely to report paid time off work to attend as incentive to participate than respondents 60 or more years (18-29 years OR, 10.8; 95% CI, 2.9-40.1; 30-34 years OR, 4.2; 95% CI, 1.5-11.7; 35-44 years OR, 3.1; 95% CI, 1.3-7.4). Most preferred wellness service or policies were available fitness center (75.9%), health screening tests (75.6%), and paid time to exercise at work (69.6%). The results of this study, combined with an employer's own employee needs assessment, may help universities, and other employers with similar characteristics, design more attractive employee wellness programs. Making employee wellness programs attractive to their potential participants may improve program participation.