Effect of Different Financial Incentive Structures on Promoting Physical Activity Among Adults

Bachireddy, Chethan; Joung, Andrew; John, Leslie K.; Gino, Francesca; Tuckfield, Bradford; Milkman, Katherine L.

doi:10.1001/jamanetworkopen.2019.9863

Cited by 25 publications

(27 citation statements)

References 32 publications

(138 reference statements)

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“…Forty-eight RCTs (94%) compared an intervention with at least 1 financial incentive to a comparison group with no financial incentive, and 3 RCTs (6%) compared 2 financial incentives head-to-head. 48 -50 Participants ranged in age from 18 to 81 years, and 67% were female. The median sample size was 120 (range: 12-3515).…”

Section: Resultsmentioning

confidence: 99%

The Impact of Financial Incentives on Physical Activity: A Systematic Review and Meta-Analysis

et al. 2020

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Objective: To evaluate the effects of financial incentives on physical activity (PA). Data Sources: MEDLINE, Embase, 7 other databases, and 2 trial registries until July 17, 2019. Study Inclusion and Exclusion Criteria: Randomized controlled trials with adults aged ≥18 years assessing the effect of financial incentives on PA. Any comparator was eligible provided the only difference between groups was the incentive strategy. Data Extraction: Two independent reviewers extracted data and assessed study quality. Of 5765 records identified, 57 records (51 unique trials; n = 17 773 participants) were included. Data Synthesis: Random-effects models pooling data for each of the 5 PA domains. Results: Financial incentives increase leisure time PA (gym or class attendance; standardized mean difference [95% CI], 0.46 [0.28-0.63], n = 5057) and walking behavior (steps walked; 0.25 [0.13-0.36], n = 3254). No change in total minutes of PA (0.52 [−0.09 to 1.12], n = 968), kilocalories expended (0.19 [−0.06 to 0.44], n = 247), or the proportion of participants meeting PA guidelines (risk ratio [95% CI] 1.53 [0.53-4.44], n = 650) postintervention was observed. After intervention has ceased, incentives sustain a slight increase in leisure time PA (0.10 [0.02-0.18], n = 2678) and walking behavior (0.11 [0.00-0.22], n = 2425). Conclusions: Incentives probably improve leisure time PA and walking at intervention end, and small improvements may be sustained over time once incentives have ceased. They lead to little or no difference in kilocalories expended or minutes of PA. It is uncertain whether incentives change the likelihood of meeting PA guidelines because the certainty of the evidence is low.

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Section: Resultsmentioning

confidence: 99%

The Impact of Financial Incentives on Physical Activity: A Systematic Review and Meta-Analysis

et al. 2020

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“… 11 Given the real effort task of walking, our work is related to recent literature that studies the impact of financial incentives on health behaviors (Bachireddy et al 2019; Charness and Gneezy 2009; Cawley and Price 2013; Just and Price 2013; Royer, Stehr, and Sydnor 2015; Rohde and Verbeke 2017). These articles document the positive impact of financial incentives on gym attendance, weight loss, consumption of healthy food, and increased rate of physical activity.…”

mentioning

confidence: 99%

Increasing Team Performance by Sharing Success

Chen¹,

Chung²

2021

Journal of Marketing Research

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When using group-based commission plans to motivate their sales force, should firms always compensate salespeople based on the average of team members’ sales outcomes? The theory suggests that when team members are heterogeneous in sales abilities, the proposed Maximum contract (where the team output is set by the largest individual sales output) dominates the Average contract (where the team output is determined by the average output of team members) in terms of overall team effort. This is because the stronger team member will exert higher effort under the maximum contract, compared to the average contract, and this increase exceeds the decrease in the weaker team member’s effort. The authors validate the theoretical predictions by employing two laboratory experiments to provide a causal test of the theory, and two randomized field experiments to deliver additional corroborating evidence. The experimental results are overall consistent and broadly confirm the theoretical predictions, pointing to the substantial gains from implementing the maximum contract when team members are heterogeneous in abilities. Interestingly, the weaker team members exert similar effort across the maximum and average contracts, although the theory predicts higher effort under the latter.

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“…Based on their analysis, they recommend that financial incentives should be targeted at inactive people, can be modest in size but should be offered for longer periods. For walking, Bachireddy et al (2019) find that constant incentives work better than incentives that are decreasing or increasing in size over time. To keep costs low, an employer should consider offering threshold incentives, i.e.…”

Section: Nutritionmentioning

confidence: 93%

“…6 such as walking, exercising in the gym, losing weight, quitting smoking, and reducing alcohol consumption (see e.g. Charness and Gneezy, 2009;Burger and Lynham, 2010;Giné et al, 2010;Augurzky et al, 2018;Halpern et al, 2015;Royer et al, 2015;Bachireddy et al, 2019;Schilbach, 2019 andAggarwal et al, 2020. 7 For example, a daily intake of at least five portions of fruit and vegetables, less than 50 grams of sugars, and the reduction of fat and salt is recommended (WHO, 2020a).…”

Section: Nutritionmentioning

confidence: 99%

Behavioural Interventions to Improve Home-Based Office-Workers’ Health

Bartmann¹,

Cloughesy²,

Probst³

et al. 2021

Preprint

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Many organizations have traditionally supported their employees’ physical and mental health through a variety of office-based programs and interventions. The shift from in-office work to working from home, which has been accelerated by the COVID-19 pandemic, requires organizations to update their toolbox to continue supporting a healthy and happy workforce. In this paper, we review research on successful, evidence-based interventions in four key areas of physical and mental health: physical activity and sedentary behaviour, nutrition, loneliness, and stress. We show how organizations could adapt these interventions to a home-based office environment and conclude by highlighting areas of future research, as well as by discussing the role of health professionals and policymakers in designing effective interventions for the future of work.

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Effect of Different Financial Incentive Structures on Promoting Physical Activity Among Adults

Cited by 25 publications

References 32 publications

The Impact of Financial Incentives on Physical Activity: A Systematic Review and Meta-Analysis

The Impact of Financial Incentives on Physical Activity: A Systematic Review and Meta-Analysis

Increasing Team Performance by Sharing Success

Behavioural Interventions to Improve Home-Based Office-Workers’ Health

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