How do management and non-management employees perceive workplace wellness programmes? A qualitative examination

Caperchione, CM; Reid, RC; Sharp, PG; Stehmeier, J

How do management and non-management employees perceive workplace wellness programmes? A qualitative examination

Caperchione, CM Reid, RC Sharp, PG Stehmeier, J

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Publisher:: SAGE PUBLICATIONS LTD
Publication Type:: Journal Article
Citation:: Health Education Journal, 2016, 75, (5), pp. 553-564
Issue Date:: 2016-08-01

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Field	Value	Language
dc.contributor.author	Caperchione, CM
dc.contributor.author	Reid, RC
dc.contributor.author	Sharp, PG
dc.contributor.author	Stehmeier, J
dc.date.accessioned	2022-07-22T05:29:05Z
dc.date.available	2022-07-22T05:29:05Z
dc.date.issued	2016-08-01
dc.identifier.citation	Health Education Journal, 2016, 75, (5), pp. 553-564
dc.identifier.issn	0017-8969
dc.identifier.issn	1748-8176
dc.identifier.uri	http://hdl.handle.net/10453/159115
dc.description.abstract	Objectives: The value of workplace wellness programmes (WWPs) has been established in the literature. Such programmes, however, have an increased likelihood for success when both management and non-management employees' perspectives and needs are incorporated into development and implementation. This study aimed to identify the perspectives of each of these two employee groups as a means of informing the future development and implementation of WWPs. Methods: Nine focus groups (N = 56) were held in western Canada with participants employed at four diverse organisations consisting of >100 employees. Each participating organisation provided two separate groups, consisting of one management group and one non-management group. Participants were asked to share their perceptions, attitudes and beliefs concerning WWPs. Thematic inductive analysis was conducted to elicit emergent areas of focus. Results: Three areas of focus were identified: (1) role of the company in WWPs, (2) elements of successful WWPs and (3) mandatory participation in WWPs. Providing a clear indication of the roles and responsibilities of both employee groups, making these initiatives part of the organisational strategic plan, demonstrating a long term commitment to such programmes, and having employees play participatory roles in the design, implementation and decision making process, are components that need consideration. Conclusion: Both employee groups agreed that their organisation played a role in employee health. Similarities and discrepancies of the beliefs between groups are highlighted and key considerations are presented. Findings have implications for the future development and implementation of WWPs.
dc.language	English
dc.publisher	SAGE PUBLICATIONS LTD
dc.relation.ispartof	Health Education Journal
dc.relation.isbasedon	10.1177/0017896915607911
dc.rights	info:eu-repo/semantics/closedAccess
dc.subject	1117 Public Health and Health Services, 1302 Curriculum and Pedagogy
dc.subject.classification	Public Health
dc.title	How do management and non-management employees perceive workplace wellness programmes? A qualitative examination
dc.type	Journal Article
utslib.citation.volume	75
utslib.for	1117 Public Health and Health Services
utslib.for	1302 Curriculum and Pedagogy
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Health
utslib.copyright.status	closed_access	*
dc.date.updated	2022-07-22T05:29:04Z
pubs.issue	5
pubs.publication-status	Published
pubs.volume	75
utslib.citation.issue	5

Abstract:

Objectives: The value of workplace wellness programmes (WWPs) has been established in the literature. Such programmes, however, have an increased likelihood for success when both management and non-management employees' perspectives and needs are incorporated into development and implementation. This study aimed to identify the perspectives of each of these two employee groups as a means of informing the future development and implementation of WWPs. Methods: Nine focus groups (N = 56) were held in western Canada with participants employed at four diverse organisations consisting of >100 employees. Each participating organisation provided two separate groups, consisting of one management group and one non-management group. Participants were asked to share their perceptions, attitudes and beliefs concerning WWPs. Thematic inductive analysis was conducted to elicit emergent areas of focus. Results: Three areas of focus were identified: (1) role of the company in WWPs, (2) elements of successful WWPs and (3) mandatory participation in WWPs. Providing a clear indication of the roles and responsibilities of both employee groups, making these initiatives part of the organisational strategic plan, demonstrating a long term commitment to such programmes, and having employees play participatory roles in the design, implementation and decision making process, are components that need consideration. Conclusion: Both employee groups agreed that their organisation played a role in employee health. Similarities and discrepancies of the beliefs between groups are highlighted and key considerations are presented. Findings have implications for the future development and implementation of WWPs.

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http://hdl.handle.net/10453/159115