Determining organisation-specific factors for developing health interventions in companies by a Delphi procedure: Organisational Mapping

Abstract

Companies, seen as social communities, are major health promotion contexts. However, health promotion in the work setting is often less successful than intended. An optimal adjustment to the organisational context is required. Knowledge of which organisation-specific factors are relevant to health promotion is scarce. A Delphi procedure is used to identify these factors. The aim is to contribute to more effective workplace health promotion. The identified factors are described and embedded into a practical methodology (Intervention Mapping). A systematic use of these factors (called 'Organisational Mapping') is likely to contribute to more effective health promotion in the work setting.

Designing attractive workplace health promotion programs

“…It has to be tested whether the responses to the matters currently not included in the final model refer to specific offer design elements. Additionally, program implementation aspects might be of relevance (van Scheppingen et al , 2015).…”

“…Divergent needs of managers and employees regarding WHP (Sargent et al , 2018), offer design (Jørgensen et al , 2016; Persson et al , 2018), privacy concerns and already being active (Perrault et al , 2020) range among the major reasons for nonparticipation. Expert guidelines on WHP best practice are available, but these focus on the major dimensions that need to be considered, for example, contextual aspects relevant for WHP implementation (van Scheppingen et al , 2015), leadership and organizational (health) culture (Institute for Health and Productivity Studies, Johns Hopkins Bloomberg School of Public Health, in collaboration with Transamerica Center for Health Studies, 2015; Broesskamp-Stone and Ackermann, 2010; Pronk, 2014) and are not designed to give specific advice. To help close this research gap and guide human capital investment decisions regarding WHP, the aim of this article is to further explore the determinants of employee utilization of these offers.…”

“…Job specifics, for example, refer to psychosocial aspects (Ghesmaty Sangachin and Cavuoto, 2018), schedule (Kilpatrick et al , 2017; Tsai et al , 2019) and various other work arrangements (Tsai et al , 2019; Reinhardt et al , 2020), program elements cover comprehensiveness (Robroek et al , 2009), incentives (Robroek et al , 2009; Grossmeier et al , 2020), tailored versus general services (Talati et al , 2020), required employee copayments (Lier et al , 2019), and so on. Organizational characteristics refer to, for example, company demographics (Lier et al , 2019; Tsai et al , 2019; Dale et al , 2019), organizational prerequisites for and process of WHP implementation (van Scheppingen et al , 2015), its support (Lier et al , 2019; Grossmeier et al , 2020; Kilpatrick et al , 2017), leadership training and integrated policies (Takahashi et al , 2021). Research on employee perceived facilitators to WHP participation is rare and rather specific regarding industry (public sector in case of Kilpatrick et al , 2017) and offer, where most studies are on physical activity (e.g.…”

Inducing a Health-Promoting Change Process Within an Organization

“…This complementary approach is now known as Organizational Mapping. 55 Health promoters may use Organizational Mapping also to identify workplaces in which this type of LSI is likely to be successful.…”

Design of OSH interventions: A model to improve their actual implementation

“…It includes factors such as role behaviour, leader and worker motivation, underreporting of injuries, production pressure, unplanned organisational change and accounting. (Van Scheppingen et al, 2015) More recently, Nielsen and Randall (2013) presented an evaluation framework based on intervention research and process-oriented organization theory. The framework offers suggestions for which elements to include when evaluating organizational interventions.…”