Physical activity barriers in the workplace: An exploration of factors contributing to non-participation in a UK workplace physical activity intervention

an article by Sarah Edmunds, (Department of Psychology, University of Westminster, UK) and Louise Hurst and Kate Harvey, (Centre for Workplace Health, St Mary's University College, Twickenham, UK) published in International Journal of Workplace Health and Management Volume 6 Issue 3 (2013)

Abstract

Purpose
The purpose of this paper is to explore factors contributing to non-participation in a workplace physical activity (PA) intervention in a large UK call centre.

Design/methodology/approach
In total, 16 inactive individuals (nine male/seven female), aged 27±9 years, who had not taken part in the intervention were interviewed to explore their perceptions of PA, the intervention and factors which contributed to their non-participation. Transcripts were analysed using thematic analysis.

Findings
Six superordinate themes were identified: self-efficacy for exercise; attitudes towards PA; lack of time and energy; facilities and the physical environment; response to the PA programme and PA culture. Barriers occurred at multiple levels of influence, and support the use of ecological or multilevel models to help guide future programme design/delivery.

Research limitations/implications
The 16 participants were not selected to be representative of the workplace gender or structure. Future intentions relating to PA participation were not considered and participants may have withheld negative opinions about the workplace or intervention despite use of an external researcher.

Practical implications
In this group of employees education about the importance of PA for young adults and providing opportunities to gain social benefits from PA would increase perceived benefits and reduce perceived costs of PA. Workplace cultural norms with respect to PA must also be addressed to create a shift in PA participation.

Originality/value
Employees’ reasons for non-participation in workplace interventions remain poorly understood and infrequently studied. The study considers a relatively under-studied population of employed young adults, providing practical recommendations for future interventions.

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Enablers and challenges in implementing a comprehensive workplace health and well-being approach

an article by Nadine Mellor and Jennifer Webster (Health and Safety Laboratory, Buxton, UK) published in International Journal of Workplace Health Management Volume 6 Issue 2 (2013)

Abstract

Purpose
The purpose of this paper is to identify key enablers and challenges in the implementation of a comprehensive approach to the management of employee well-being.

Design/methodology/approach
A large organisation which had implemented such an approach was chosen as a case study. Company documents and data regarding the corporate well-being strategy were analysed, informing the content of the approach. Interviews with implementers and managers were conducted to identify how it was done.

Findings
The focal organisation had several health management systems capable of addressing the requirements for employee well-being management. These included occupational safety and health, health promotion, management of ill-health and human resource management. Key enablers identified were strong senior leadership support, dedicated resources, involvement of stakeholders and intensive communication. Challenges revolved around the integration of these systems into a coherent whole, striking a balance between a focus on occupational risks and lifestyle risks; readiness of managers to bring attention to the concept of employees’ well-being and their ability to monitor employees’ health-related needs. Together with a target-driven work culture, these challenges worked against promoting well-being.

Research limitations/implications
This case study is exploratory. Further research needs to gather direct views of both managers and employees on how the well-being approach had been received. Explanatory research models that integrate health promotion and work management systems to better inform implementation strategy and the roles of managers are needed.

Originality/value
The paper shows that line managers need to make greater use of regular management processes such as work planning, formal and informal interactions, and resourcing, to monitor employees’ well-being needs. They also need to continually self-assess how their own leadership style may affect employee well-being.

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