The Role of Manager Support in a Workplace Wellness Champion Program
Lauren Battista, MPH, CHES Presenter Disclosures Lauren Battista, MPH, CHES The following personal financial relationships with commercial interests relevant to this presentation existed during the past 12 months:
No relationships to disclose
2 Outline
• The role of peer support as part of multifaceted workplace health promotion programs (WHPs) • Wellness champions as a high-reach strategy of WHPs • Roles and responsibilities of workplace wellness champions • The effect of manager support on a wellness champion’s level of engagement
3 Workplace Health Promotion (WHP) programs are capable of1,2,3: • Improving and maintaining employee health and well- being • Reducing employer health care costs • Increasing productivity and decrease absenteeism • Improving employee satisfaction
4 C-suite Middle managers Wellness managers
Wellness champions
5 Workplace Wellness Champions (WWCs) can be agents of change5-12: • Value their own health and well-being • Interested in educating and encouraging their colleagues • Provide social support to and voice wellness needs of colleagues
WWCs have the potential to facilitate outcomes by4,8,13: • Increasing participation in WHPs • Promoting a workplace culture of wellness • Impacting healthy lifestyle behaviors among employees 6 Little evidence exists on wellness champions No industry standard of their responsibilities Desired qualities of workplace wellness champions14: - Commitment - Enthusiasm and encouragement - Active participation/Role modeling - Tailoring programs and resources 7 Little evidence exists on wellness champions Essential components of a WWC program Factors that can impact WWC engagement Manager support is critical for success of WHPs but little evidence exists on the association between managerial support and WWC engagement
8 Purpose of the Study
To investigate the relationship between perceived level of direct manager support and the participation and engagement of wellness champions at a large Midwestern university.
9 Workplace Wellness Champions at Ohio State = Buckeye Wellness Innovators (BWIs) • Self-select themselves and volunteer their time • Mission: facilitate a university culture and environment of wellness • Must have permission from manager to participate 10 Pillars of an engaged Buckeye Wellness Innovator
• Communicates wellness resources Communicating and activities
• Encourages and motivates colleagues Motivating to participate in wellness programs
• Plans and implements departmental Planning wellness activities
11 Methods Sample: current Buckeye Wellness Innovators (N = 470) Measures: 9-item cross sectional survey administered via email • Perceived level of engagement in BWI program • Perceived level of support from manager • Factors influencing continued engagement (e.g. barriers) • Primary reason for joining the program • Demographics
12 Methods Data analysis - correlations and Chi Square analyses were used to test associations between variables • Chi square analysis (categorical variables); p<.05 • Differences in perceived manager support among engaged and less engaged BWIs
13 Demographics of respondents (N = #, %) (N = #, %) Gender Education Male 22 (13) Some college 9 (6) Female 140 (86) Assoc. Degree 15 (9) Total 162 Some master/doc 13 (8) Race Bachelor’s degree 56 (35) White 141 (89) Master’s degree 56 (35) Black 12 (8) Prof/doctoral 13 (8) Ind/Alask/Asian 3 (2) Total 162 Multi- 3 (2) Time as BWI racial/Other 1 year or less 61 (37) Total 159 1 to < 2 years 40 (25) 2 to < 3 years 34 (21) 3 years or more 28 (17) Total 163 14 Summary of self-reported levels of engagement
Communicating Motivating Planning Level of Engagement Count (%) I am not engaged or I am not a 9 (4.62%) 10 (5.13%) 21 (10.82%) Buckeye Wellness Innovator I am slightly engaged 40 (20.51%) 29 (14.87%) 46 (23.71%) I am moderately engaged 82 (42.05%) 79 (40.51%) 55 (28.35%) I am very engaged 47 (24.10%) 56 (28.72%) 44 (22.68%) I am extremely engaged 17 (8.72%) 21 (10.77%) 28 (14.43%) Total 195 (100%) 195 (100%) 194 (100%)
15 Perceived level of managerial support to BWIs in relation to self-reported level of engagement
P
16 Discussion • Findings suggest there is a significant difference between BWI level of engagement and manager support • Managers can influence qualities of WWCs that help them succeed in their role • Program facilitators can equip managers with tools and strategies to foster support for WWC efforts
17 Conclusion WHPs with WWC networks are still new to the field of health promotion
Results suggest managerial support likely influences a wellness champion’s level of engagement
Managers/supervisors need to embrace support from senior leaders and WHPs so they can promote their staff engagement in the wellness program
18 Future Directions • More research is needed to determine the impact of WWC teams on health and wellness outcomes • Results merit an exploration of managers’ reasons for supporting WWC efforts • Targeted recruitment efforts to broaden diversity of BWIs • Involve direct supervisor in unit wellness strategy decisions to gain buy-in and support
19 Limitations
• Forty percent response rate • Generalizability to other industries • Minimal diversity of BWIs - demographics do not reflect overall university demographics • BWI onboarding period could affect response bias
20 Acknowledgements
Leah Mitchell, MPH Megan Amaya, PhD, CHES, AFAA Bernadette Melnyk, PhD, RN, CPNP/PMHNP, FNAP, FAAN Rebecca Andridge, PhD. Gail Kaye, PhD, RD, LD, LPCC
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