Understanding the predictors of participation and the barriers to employee involvement in workplace health promotion programmes : a thesis presented in partial fulfilment of the requirements for the degree of Doctor of Philosophy in Management, Massey University, Albany, Auckland, New Zealand
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Date
2012
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Massey University
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Abstract
The benefits of workplace health promotion programmes for organisations are well
documented. However, the problem of low employee participation has continued to challenge
managers, and is an area that has received relatively little attention in health promotion
literature, particularly in New Zealand. The purpose of this investigation is to develop a
better understanding of the variables predicting, and the barriers preventing, employee
participation in health promotion activities. Thereby assisting managers to maximise
participation rates and develop successful workplace health promotion initiatives.
This research centred on identifying and assessing the predictors and barriers to employee
participation in nine health promotion activities commonly offered in New Zealand
organisations. The data collection process included an initial preliminary study, followed by
a large online questionnaire completed by 883 New Zealand employees. These results led to
developing an in–depth qualitative study, involving semi–structured face–to–face interviews
with 20 employees, designed to triangulate and add further depth in understanding the factors
that influence employee participation in health promotion programmes.
Research results determined that the likelihood of an employee participating is best predicted
by their age, gender, perceived stress, job satisfaction, supervisor support, organisational
health climate, and degree of perceived job flexibility. Conversely, the barriers preventing
participation included activities scheduled at inconvenient times, a lack of information about
the activities, excessive work and family commitments, low job flexibility, low self–efficacy,
feeling embarrassed, and a lack of trust in supervisors. Maintaining participation was
achieved through continuously changing activities, and constant communication with
participating staff.
To maximise participation, the present investigation recommends that managers consider the
organisation’s environment, by way of managerial support and cultivating a positive
organisational health climate, schedule activities during normal working hours and provide
time off for employees to take part, allow greater job flexibility, fully subsidise any financial
costs, and ensure all employee health information is secure. When attrition is present,
managers would benefit from focusing on motivational strategies, introduce rewards and
incentives, and demonstrate their own high motivation, commitment and enthusiasm to the
programme.
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Keywords
Workplace health promotion, Health promotion programmes, Employee participation