Team Sport in the Workplace? A RE-AIM Process Evaluation of ‘Changing the Game’

Abstract

BackgroundThe workplace is a priority setting to promote health. Team sports can be an effective way to promote both physical and social health. This study evaluated the potential enablers and barriers for outcomes of a workplace team sports intervention programme ‘Changing the Game’ (CTG). This study was conducted in a FTSE 100 services organisation. This process evaluation was conducted using the RE-AIM framework.MethodsA mixed methods approach was used. Data were collected from the participants in the intervention group prior to, during and at the end of the intervention using interviews (n = 12), a focus group (n = 5), and questionnaires (n = 17). Organisational documentation was collected, and a research diary was recorded by the lead author. The evidence collected was triangulated to examine the reach, efficacy, adoption, implementation and maintenance of the programme. Data was assessed through template analysis, and questionnaire data were analysed using multiple regression and a series of univariate ANOVAs.ResultsCTG improved VO2 Max, interpersonal communication, and physical activity behaviour (efficacy) over 12-weeks. This may be attributed to the supportive approach adopted within the design and delivery of the programme (implementation). Individual and organisational factors challenged the adoption and maintenance of the intervention. The recruitment and communication strategy limited the number of employees the programme could reach.ConclusionThe process evaluation suggests addressing the culture within workplaces may better support the reach, adoption and maintenance of workplace team sport programmes. Future research should consider investigating and applying these findings across a range of industries and sectors.

Using Focus Groups and Interviews to Inform the Design of a Workplace Exercise Programme

“…Similar barriers and facilitators have been reported in previous work from public and private sector organisations (e.g. 53,56,57), however as such factors are likely to be highly setting specific (16), it remains vital to explore them in the environment where an intervention is to be implemented.…”

The Feasibility of a Text-Messaging Intervention Promoting Physical Activity in Shift Workers: A Process Evaluation

“…Overall, results indicate that the program reached 66% of shift workers in the company. The proportion of participants signing up for our study was higher than other workplace health promotion programs, with the reach ranging from 23% to 59% [ 32 , 47 , 48 ]. The proportion of workers enrolled in our study suggested that the strategy of using several recruitment strategies was successful.…”

“…Evidence shows that organisational management support during the recruitment for workplace health promotion programs result in enhanced participation [ 49 ]. In a study with low recruitment rates, participants reported that the program had not been effectively communicated by the management teams [ 32 ]. To improve future study participation rates, it may be important to prioritise management involvement to encourage workers to participate in health promotion programs.…”

“…Implementation is the extent to which the intervention was delivered as planned and refers to the fidelity and adaptations of an intervention. Maintenance can be considered as the degree to which the intervention has been adopted beyond the end of the study period or the potential to be adopted by participants or within the structure of the workplace [ 30 , 32 ].…”