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The effectiveness of an intervention depends on its dose and on moderators of dose, which usually are not studied. The purpose of the study is to determine whether goal setting and theory-based moderators of goal setting had dose relations with increases in goal-related physical activity during a successful workplace intervention. A group-randomized 12-week intervention that included personal goal setting was implemented in fall 2005, with a multiracial/ethnic sample of employees at 16 geographically diverse worksites. Here, we examined dose-related variables in the cohort of participants (N = 664) from the 8 worksites randomized to the intervention. Participants in the intervention exceeded 9000 daily pedometer steps and 300 weekly minutes of moderate-to-vigorous physical activity (MVPA) during the last 6 weeks of the study, which approximated or exceeded current public health guidelines. Linear growth modeling indicated that participants who set higher goals and sustained higher levels of self-efficacy, commitment and intention about attaining their goals had greater increases in pedometer steps and MVPA. The relation between change in participants' satisfaction with current physical activity and increases in physical activity was mediated by increases in self-set goals. The results show a dose relation of increased physical activity with changes in goal setting, satisfaction, self-efficacy, commitment and intention, consistent with goal-setting theory. (Contains 1 table and 8 figures.)

In the current career climate characterized by change and turbulence, employees may demonstrate limited organizational commitment to their employers. Rousseau (1998) suggests that two key ways to elicit loyalty from employees today are to reinforce perceptions of organizational membership and demonstrate organizational care and support for employees. Based on her conceptual framework, we examined the separate and synergistic effects of three valued aspects of the work environment--management communication, opportunity for learning, and work schedule flexibility--on organizational commitment. With 1770 full-time and 273 part-time workers of a large national retailer, we found that all three variables had positive main effects on organizational commitment. Also, they three-way interacted to affect part-time workers' organizational commitment. The implications of these findings for research on organizational commitment and on comparisons of full-time and part-time workers are discussed.

The Workplace Health Group (WHG) was established in 1998 to conduct research on worker health and safety and organizational effectiveness. This multidisciplinary team includes researchers with backgrounds in psychology, health promotion and behavior, and intervention design, implementation, and evaluation. The article begins with a brief history of the team, its guiding principles, and stages of team formation and development. This section provides examples of the roles, team composition, structure, processes, cognition, leadership, and climate played in the various stages of team development, as well as how they influenced team effectiveness. The WHG formed with functional diversity--variety in knowledge, skills, and abilities--in mind, and the impact of this diversity is discussed throughout the article. Illustrations of how the functional diversity of the WHG has led to real-world impact are provided. The article concludes with some lessons learned and recommendations for creating and sustaining multidisciplinary teams based on the WHG's 20 years of experience and the team science literature. [ABSTRACT FROM AUTHOR]

Weight management programs are becoming increasingly common in workplace settings; however, few target middle-aged men. The purpose of this article is to describe the process evaluation of a worksite translation of the Diabetes Prevention Program in a predominantly middle-aged male population. The translated program, FUEL Your Life, was largely self-directed, with support from peer health coaches and occupational health nurses. The RE-AIM (Reach Effectiveness Adoption Implementation Maintenance) framework was used to examine the factors that influenced program implementation using data from an environmental assessment, participant surveys, peer health coach surveys, and occupational health nurse interviews. An overwhelming majority of the employees who enrolled in the study were overweight or obese (92%). Overall, the program was effective for weight maintenance; those with higher levels of participation and engagement had better weight loss outcomes. The peer health coach and family elements of the intervention were underused. The program was successful in reaching the intended population; however, the program had limited success in engaging this population. Not surprisingly, weight loss was a function of participant engagement and participation. Increasing participant engagement and participation is important to the success of weight management interventions translated to the worksite setting. Garnering buy-in and support from management can serve to increase the perceived importance of weight management in worksites. With management support, weight management protocols could be integrated as a component of the mandatory safety and health assessments already in place, fostering promotion of healthy weight in the workforce. [ABSTRACT FROM PUBLISHER]

This article summarizes formative research and pilot study findings from a workplace translation of the Diabetes Prevention Program (DPP). The overarching goal was to devise a relatively straightforward weight management intervention suitable for use in a wide array of work settings. This project was conducted in conjunction with Union Pacific Railroad at one of their locomotive maintenance facilities. Participating employees were predominately male and middle-aged. Formative data were collected through stakeholder interviews, focus groups, and direct observation of the work environment. These results were used to adapt the DPP into a largely self-directed intervention augmented by peer health coaches and the on-site nurse. A small pilot test of the adapted program (n = 67) produced modest but statistically significant weight reductions at both 6 (core intervention period) and 12 months (maintenance period). These results are discussed in terms of the original DPP and other DPP translation studies. [ABSTRACT FROM PUBLISHER]

The purpose of this paper is to evaluate the implementation of the Move to Improve worksite physical activity program using a four step framework that includes the following: (i) defining the active ingredients, (ii) using good methods to measure implementation, (iii) monitoring implementation and (iv) relating implementation to outcomes. The intervention active ingredients consisted of a goal setting behavior change program, a team competition and environmental supports. Intervention fidelity and dose were measured by surveys administered to site co-ordinators, team captains and employees. Implementation was monitored by the use of biweekly assessments that tracked individual physical activity levels and through weekly reports of the project director and site co-ordinators. Latent growth modeling was conducted to determine whether intervention outcomes were affected by site implementation (i.e. fidelity) and/or participation by employees (i.e. dose). Results showed high levels of intervention fidelity, moderate to high levels of intervention dose delivered and moderate levels of the intervention dose received. Level of implementation affected the degree of change in vigorous physical activity (Mean = 5.4 versus 2.2; χ2 = 4.9, df = 1), otherwise outcome measures were unaffected by fidelity and dose. These findings suggest that practitioners should focus more energy assuring that the core components are fully implemented and be less concerned about the level of participation. [ABSTRACT FROM PUBLISHER]

This research evaluates a healthy work organization intervention implemented in a retail setting. Using a participatory process, employee teams in 11 intervention stores developed customized plans for improving work organization at their sites. Ten comparable stores served as controls. Employee surveys were administered prior to the intervention and twice again at 12-month intervals. Business results were compiled monthly for each store. The baseline data were used by the teams to identify needs and establish action priorities for their stores. Most study outcomes declined across time for all stores, due primarily to internal corporate events and a generally adverse economic environment. However, the intervention process appeared to buffer some of these declines; intervention stores fared better in terms of selected aspects of organizational climate and psychological work adjustment. Intervention stores also performed better than controls on general indices of perceived health and safety and two of the four business outcomes: employee turnover and sales per labour hour. These results are discussed in terms of the challenges involved in evaluating organizational-level interventions in work settings. [ABSTRACT FROM AUTHOR]

This paper presents an initial test and validation of a model of healthy work organization. A questionnaire based on the proposed model was completed by 1,130 employees of a national retailer. The instrument measured 29 first-order constructs underlying the six higher-order domains of the model. The overall model fit and relationships among the second-order factors were examined using AMOS structural equation-modelling procedures. The structural analyses presented here support the proposed model. An acceptable overall fit was demonstrated, and all second-order, and second-to first-order, relationships were significant. Employees' perceptions of their organization affect their perception of the climate, which impacts the way people relate to their job and see their future in the organization, ultimately impacting their work adjustment, health and well-being. This model has implications for both research and practice. [ABSTRACT FROM AUTHOR]

A review of the research literature suggested that occupational commitment may be an antecedent to employees' commitment to the organization. Although several studies have assessed the general relationship between occupational and organizational commitment, none have attempted to establish the causal priority between the two constructs. In the present study, occupational commitment was viewed as a causal antecedent to organizational commitment. Based on longitudinal data from 100 management information systems professionals, this view was supported through cross-lagged analysis. Further, we examined a longitudinal causal model of the turnover process in which occupational commitment was placed as an antecedent to organizational commitment. Structural equation analysis supported the fit of this model to the data. Implications of the findings are discussed. [ABSTRACT FROM AUTHOR]

Purpose: Examine the moderating role of perceived organizational and coworker support on the relationship between job stress and type 2 diabetes risk among employees.Design: A cross-sectional survey was administered to employees at the workplace.Setting: One national retail organization.Participants: Baseline data were obtained from 1595 employees in 21 retail stores.Measures: Self-reported organizational and coworker support to encourage and fulfill job responsibilities and job stress. Diabetes risk was calculated using age, gender, race/ethnicity, blood pressure, physical activity, weight status, and self-reported diagnosed type 2 diabetes.Analysis: Multilevel multiple regression was conducted to test the interaction effect of support on the association between job stress and diabetes risk.Results: Mean age was 37.95 years (±12.03) and body mass index was 26.72 (±4.95). Three percent of participants reported diagnosed diabetes. Organizational support was positively associated with coworker support. Both were negatively associated with job stress. Organizational support, but not coworker support, moderated the relationship of job stress with diabetes risk. Participants with greater perceived organizational support had lower diabetes risk scores compared to those with lower perceived organizational support.Conclusion: Organizational support may be a key factor for workplaces to reduce stress and diabetes risk. Further testing of organizations' supportive role on employee health may be helpful in developing future workplace programs. [ABSTRACT FROM AUTHOR]

Background: Workplaces are important settings for interventions to increase physical activity, but effects have been modest. Purpose: To evaluate the efficacy of Move to Improve, a social–ecologic intervention delivered at the workplace to increase leisure-time physical activity. Methods: A group-randomized 12-week intervention consisting of organizational action and personal and team goal-setting was implemented in Fall 2005, with a multi-racial/ethnic sample of 1442 employees at 16 worksites of The Home Depot, Inc. Change in physical activity was analyzed in Fall 2007 using latent growth modeling and latent transition analysis. Results: Participants in the intervention had greater increases in moderate and vigorous physical activity and walking compared to participants in a health education control condition. The proportion of participants that met the Healthy People 2010 recommendation for regular participation in either moderate or vigorous physical activity remained near 25% at control sites during the study but increased to 51% at intervention sites. During the last 6 weeks of the study, intervention participants exceeded 300 weekly minutes of self-reported moderate-to-vigorous physical activity and 9000 daily pedometer steps. Conclusions: The results support the feasibility and efficacy of the Move to Improve intervention and the role of goal-setting for attaining increased physical activity levels. [Copyright &y& Elsevier]

This study examined ethnic group differences in the effectiveness of a healthy work organization intervention on organizational climate and worker health and well-being. Our sample consisted of employees from 21 stores of a large national retail chain. The intervention involved establishing and facilitating employee problem-solving teams in 11 of the stores. Teams were charged with developing and implementing action plans tailored to the needs of their specific site. Pre and postcomparisons of the treatment and control groups showed that the intervention produced positive effects on both the climate and health and well-being outcomes; however, these effects varied significantly by ethnic group. Particularly in terms of organizational climate, black and Hispanic employees were the primary beneficiaries of the participatory intervention process. These results are interpreted in terms of social identification and self-categorization theories and are contrasted with traditional participatory and diversity training approaches. (J Occur Environ Med. [ABSTRACT FROM AUTHOR]

Problem: Although there has been considerable interest in safety climate, relatively little attention has been given to the factors that determine safety climate or to testing the hypothesized mediating role of safety climate with respect to safety-related outcomes. Method: Questionnaire responses were obtained from 2,208 employees of a large national retail chain in 21 different locations. Results: After controlling for demographic variables, three factors: environmental conditions, safety-related policies and programs, and general organizational climate, accounted for 55% of the variance in perceived safety climate. Interestingly, organizational climate made a significant contribution to safety climate, even after controlling for the other more safety-relevant variables. Partial correlations showed that safety policies and programs had the largest observed correlation with safety climate, followed by two of the dimensions of organizational climate (communication and organizational support). Using Baron and Kenny''s (J. Pers. Soc. Psychol. 51 (1986) 1173) procedures, the principal effects of the various work situation factors on perceived safety at work were found to be direct rather than mediated by safety climate. Safety climate influenced perceived safety at work, but its role as a mediator was limited. Impact on industry: These results are discussed in terms of other recent findings on safety climate and the growing interest in understanding management and organizational factors in the context of workplace safety. [Copyright &y& Elsevier]