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The number of overweight adults has risen to two-thirds of the population, thus increases in energy intake, particularly from beverages are of great concern. Sugar-sweetened beverage (SSB) intake has increased by 222 calories in recent decades, which contributes a significant source of added sugars to the American diet. It has been reported that water consumers have a lower overall energy intake (~194 kcals) as compared to non-consumers of water therefore substituting water for SSBs may facilitate weight loss and weight management. Evidence also indicates that diet quality follows a socioeconomic gradient, and that the environment has a powerful influence on beverage consumption. Thus, modifying the food environment could be a promising strategy for promoting healthier beverage consumption behavior. A large portion of the US population spends their day at a worksite making the worksite a viable setting for implementing environmental approaches to promote effective behavior change. At this time, it is unclear if a reduction of SSB intake would be a viable dietary weight management intervention strategy. Therefore, our purpose was to determine if water, SSB intake, SSB energy, total beverage intake, and total beverage energy varies with individual and environmental factors among overweight and obese employees from 28 worksites involved in a randomized controlled weight management trial. These findings may contribute to the development of tailored weight management programs aimed to improve beverage consumption patterns. / Master of Science

Master of Arts / Department of Economics / Dong Li / Comprehensive worksite wellness programs were first introduced in the United States in the late 1970s and early 1980s, with the goals of improving health, reducing health care expenditures, and demonstrating senior management’s commitment to the health and well-being of workers (Ozminkowski et al, 2002). As the annual cost of employer-sponsored family health coverage increased four percent between 2012 and 2013 (Kaiser Family Foundation, 2013), many companies are turning to worksite wellness programs. Wellness programs have shown not only to reduce health care costs, but also decrease absenteeism and increase employee satisfaction. The studies on the benefits of wellness programs are not conclusive; there seems to be a general lack of good data collection and analysis. This report discusses what determines an employer’s likelihood of offering a wellness program, what determines an employee’s participation in a wellness program, and a benefits analysis of wellness programs.

Employers adopt worksite health promotions to reduce the incidence of preventable diseases, reduce healthcare costs, reduce absenteeism and presenteeism, and improve productivity. The purpose of this qualitative phenomenological study was to explore the motivational factors affecting employee participation in employer-sponsored health awareness programs. The theory of planned behavior grounded the study and formed the conceptual framework. Data collection occurred through semistructured interviews with 24 participants in the northeastern United States with lived experiences in worksite health promotion. Participants answered open-ended interview questions regarding the motivations for engaging in health promotions. Data were transcribed and coded for trends and themes. During data analyses, 4 themes emerged, which included program recruitment and notification, employer commitment, employee motivations, and incentives and rewards. The implications for positive social change include the potential for employers incorporating the results to instigate enhanced employee participation in employer-sponsored health awareness programs. Higher employee rates of participation may aid employers in achieving the established benefits of worksite health promotion and may contribute to improving the health of employees.

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.

Thesis (Ph.D. (Human Movement Science))--North-West University, Potchefstroom Campus, 2008.

The current study examined the influence of social cognitive variables on physical activity and proposed an intervention for an 8-week physical activity promotion program. Four specific components were examined: implementation intentions, goal commitment, barrier self-efficacy, and value. Participants included faculty and staff enrolled in a university Employee Wellness Program. Participants in the treatment group received goal-setting prompts focused on developing implementation intentions, identifying the value of outcome expectancies, and overcoming self-efficacy barriers. Participants in the control group did not receive goal-setting prompts. The use of goal-setting prompts did not result in significantly more minutes spent exercising. Overall, participants who received goal-setting prompts maintained their engagement in physical activity throughout the program, while participants in the control group steadily declined after week 5. For the treatment group, physical activity was dropping after the first week, but after receiving implementation-intentions prompts, physical activity increased. The use of implementation intentions should be further investigated. Additionally, the use of administering prompts throughout the complete program should be examined.

1. The problem and objective of study Workers in physically demanding jobs have, over the last decade, shown a high incidence of work-related injuries as well as other related physical disorders (Dempsey & Hashemi, 1999:183; Mital & Ramakrishnan, 1999:74; WHO, 1999:1; Weir & Nielson, 2001:128; Cox et al, 2003:6). This has been shown to lead to absenteeism, lost work time and poor work quality which in turn give rise to increased costs of yearly worker compensation claims, medical treatment and general loss of production (Ciriello & Snook, 1999:149; Mital, 1999:246-247; Cox et al., 2003:6). For example, the World Health Organization indicates that work related injuries and illness kill an estimated 1.1 million people worldwide every year. This is roughly equal to the number of worldwide deaths due to malaria each year (WHO, 1999:1). Research indicates that these types of injuries and/or work disability usually occur when the physical demands of the work tasks exceed the physical work capacity of the worker (Chaffin, 1974:251-254; Fraser, 1992:24; Shrey, 1997a:8). Two types of workers are usually pointed out by management in this regard, namely the older workers and females that are exposed to tasks with a high physical demand (Ayoub & Mital, 1989:9; Smith & Mustard, 2004:755; Sluiter, 2006:438). The above-mentioned problem seems to be a global concern (Mital, 1999:246; WHO, 1999:1) and forces companies to better manage the physical incapacity of workers in physical demanding jobs. The management of the electricity supply company in South Africa (hereafter the company) who realised that this problem was also prevalent in their workforce, developed minimum physical ability task requirements, that represent the physical work demands, for all the physically demanding jobs (Lubbe, 2003b:4). These minimum requirements enable the company to determine which workers do not have the physical work capacity to perform their physical work demands and to implement the necessary management process, such as a worksite wellness program, to address the problem. Hence the objective of the study were to determine the: a) role of gender on the physical work capacity profile of workers in the company based on the minimum physical ability task requirements of their job; b) role of age on the physical work capacity profile of workers in the company based on the minimum physical ability task requirements of their job; c) effect of a worksite wellness program on the physical work capacity profile of workers in the company based on the minimum physical ability task requirements of their job. 2. Summary of results a) The physical work capacity of male workers in this population are practically significant greater than that of female workers with the same job-related minimum physical ability task requirements. b) Practically significant more female workers do not have the minimum physical work capacity required by their job, than male workers. c) The physical work capacity of workers in physically demanding jobs within this company declines with aging. d) The age-related decline in physical work capacity for male workers is to such an extent that from the age of 60, the physical work demands of their job exceed their physical work capacity. e) The age-related decline in physical work capacity for female workers is to such an extent that, in general, the indication is that they will never have the required physical work capacity based on the minimum physical ability task requirements of their job, for it is predicted that from the age of 18, the physical work demands of their job exceed their physical work capacity. f) A worksite wellness program assists workers whose physical work capacity profile does not meet the minimum physical ability task requirements of their job, to regain the required physical work capacity. g) A worksite wellness program provide an alternative option to managing the physical work capacity of their workers, other than ill-health retirement, retrenchments or prolonged sick-leave. / Thesis (Ph.D. (Human Movement Science))--North-West University, Potchefstroom Campus, 2008.

1. The problem and objective of study Workers in physically demanding jobs have, over the last decade, shown a high incidence of work-related injuries as well as other related physical disorders (Dempsey & Hashemi, 1999:183; Mital & Ramakrishnan, 1999:74; WHO, 1999:1; Weir & Nielson, 2001:128; Cox et al, 2003:6). This has been shown to lead to absenteeism, lost work time and poor work quality which in turn give rise to increased costs of yearly worker compensation claims, medical treatment and general loss of production (Ciriello & Snook, 1999:149; Mital, 1999:246-247; Cox et al., 2003:6). For example, the World Health Organization indicates that work related injuries and illness kill an estimated 1.1 million people worldwide every year. This is roughly equal to the number of worldwide deaths due to malaria each year (WHO, 1999:1). Research indicates that these types of injuries and/or work disability usually occur when the physical demands of the work tasks exceed the physical work capacity of the worker (Chaffin, 1974:251-254; Fraser, 1992:24; Shrey, 1997a:8). Two types of workers are usually pointed out by management in this regard, namely the older workers and females that are exposed to tasks with a high physical demand (Ayoub & Mital, 1989:9; Smith & Mustard, 2004:755; Sluiter, 2006:438). The above-mentioned problem seems to be a global concern (Mital, 1999:246; WHO, 1999:1) and forces companies to better manage the physical incapacity of workers in physical demanding jobs. The management of the electricity supply company in South Africa (hereafter the company) who realised that this problem was also prevalent in their workforce, developed minimum physical ability task requirements, that represent the physical work demands, for all the physically demanding jobs (Lubbe, 2003b:4). These minimum requirements enable the company to determine which workers do not have the physical work capacity to perform their physical work demands and to implement the necessary management process, such as a worksite wellness program, to address the problem. Hence the objective of the study were to determine the: a) role of gender on the physical work capacity profile of workers in the company based on the minimum physical ability task requirements of their job; b) role of age on the physical work capacity profile of workers in the company based on the minimum physical ability task requirements of their job; c) effect of a worksite wellness program on the physical work capacity profile of workers in the company based on the minimum physical ability task requirements of their job. 2. Summary of results a) The physical work capacity of male workers in this population are practically significant greater than that of female workers with the same job-related minimum physical ability task requirements. b) Practically significant more female workers do not have the minimum physical work capacity required by their job, than male workers. c) The physical work capacity of workers in physically demanding jobs within this company declines with aging. d) The age-related decline in physical work capacity for male workers is to such an extent that from the age of 60, the physical work demands of their job exceed their physical work capacity. e) The age-related decline in physical work capacity for female workers is to such an extent that, in general, the indication is that they will never have the required physical work capacity based on the minimum physical ability task requirements of their job, for it is predicted that from the age of 18, the physical work demands of their job exceed their physical work capacity. f) A worksite wellness program assists workers whose physical work capacity profile does not meet the minimum physical ability task requirements of their job, to regain the required physical work capacity. g) A worksite wellness program provide an alternative option to managing the physical work capacity of their workers, other than ill-health retirement, retrenchments or prolonged sick-leave. / Thesis (Ph.D. (Human Movement Science))--North-West University, Potchefstroom Campus, 2008.