Examining Wellness Programs Over Time: Predicting Participation and Workplace Outcomes (original) (raw)
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By putting together a comprehensive wellness strategy, employers are not only "doing the right thing" but also are able to see, believe and maintain the tangible return on investment (ROI) that wellness programs are capable of delivering. This article discusses employers' ROI from wellness initiatives, as well as innovations that support a culture of wellness and what enhanced opportunities for increasing employee wellness are available under health care reform. It also describes how wellness is a component of population health management, as well as a core component of the health care delivery system.
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This paper investigates the impact of a corporate wellness program on worker productivity using a panel of objective health and productivity data from 111 workers in five laundry plants. Although almost 90% of companies use wellness programs, existing research has focused on cost savings from insurance and absenteeism. We find productivity improvements based both on program participation and post-program health changes. Sick and healthy individuals who improved their health increased productivity by about 10%, with surveys indicating sources in improved diet and exercise. Although the small worker sample limits both estimate precision and our ability to isolate mechanisms behind this increase, we argue that our results are consistent with improved worker motivation and capability. The study suggests that firms can increase operational productivity through socially responsible health policies that improve both workers’ wellness and economic value, and provides a template for future large-scale studies of health and productivity.
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American journal of health promotion : AJHP, 2016
Purpose . To estimate workforce participation characteristics and employees' attitudes regarding participation in workplace wellness programs. Design . Data from a statewide stratified random sample were used to compare small (<50 employees) and larger (50+ employees) workplaces to estimate participation in screening programs and likelihood of participation in workplace wellness programs. Setting . A telephone survey of employed Iowans registered to vote. Subjects . Surveyed were 1171 employed Iowans registered to vote, ages 18 to 65. Measure . Among questionnaire survey modules were items from the Wellness Council of America Employee Needs and Interest Survey, the U.S. Census Bureau for employment documentation, and the World Health Organization Health and Work Performance Questionnaire for assessment of sickness absenteeism and presenteeism. Analysis . Prevalence of participation in screening and wellness programs was analyzed by employment size and levels of likeliness to ...
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Public Policy and Administration Research, 2013
Due to rapidly rising healthcare costs, employee wellness has become an important topic for small and large companies alike. As such, many organizations are now taking a proactive approach to this issue by offering incentives for employees to get healthy and remain in "good shape." Simultaneously, some firms are penalizing employees who are smokers and those who might be above the average weight limit considered to be safe for their age and gender.
Corporate Wellness Programs: Implementation Challenges in the Modern American Workplace
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Being healthy is important for living well and achieving longevity. In the business realm, furthermore, employers want healthy employees, as these workers tend to be more productive, have fewer rates of absenteeism, and use less of their health insurance resources. This article provides an overview of corporate “wellness” efforts in the American workplace and the concomitant challenges which employers will confront in implementing these programs. Consequently, employers and managers must reflect upon wellness policies and objectives, consult with professionals, and discuss the ramifications thereof prior to implementation. The authors herein explore how employers are implementing policies that provide incentives to employees who lead “healthy” lifestyles as well as ones that impose costs on employees who lead “unhealthy” lifestyles. The distinctive contribution of this article is that it proactively explores wellness program implementation challenges and also supplies “best practices” in the modern workplace, so employers can be better prepared when they promulgate wellness policies, and then take practical steps to help their employees become healthier and thereby help to reduce insurance costs. The article, moreover, addresses how wellness policy incentives—in the form of “carrots” as well as penalties—in the form of “sticks” could affect employees, especially “non-healthy” employees, as well as employers, particularly legally. Based on the aforementioned challenges, the authors make practical recommendations for employers and managers, so that they can fashion and implement wellness policies that are deemed to be legal, ethical, and efficacious.
Involuntary Wellness Programs: The Case of a Large US Company
Purpose — This study investigates the recent health care reform in the US, which allows insurance companies to proactively intervene in improving long-term health of employees by providing wellness programs as part of the benefits package for employees. Design/methodology/approach — We present and analyze data on how employees of a large US Midwest “media and education” company (N = 154) perceive economic incentives towards wellbeing. Data are collected using survey methods and analyzed with a logistic regression. Findings — This study suggests that fairness, accessibility, intention to switch to a healthier lifestyle, and desire to see more health-related initiatives affect the way employees seek to participate in the new involuntary wellness programs. In contrast, satisfaction, participation, and income do not affect how these new programs are perceived. Research limitations/implications — These findings imply that HR managers should pay attention to employees who are not active in existing wellness programs, and ensure to provide support during the transition toward the new involuntary programs to avoid potential frustration, de-motivation, disengagement, and ultimately, decreasing performance. Originality/value — The study is amongst the first to analyze involuntary wellness programs in the US and it provides a basis on which to expand further studies. This research contributes to support the idea that employee wellness is unlikely to be enforced by rule or policy. The latest version of this paper is now published in "Evidence-Based Human Resource Management" Vol. 3 No 1