The Worksite Health Promotion Capacity Instrument (WHPCI): development, validation and approaches for determining companies' levels of health promotion capacity

<p>Abstract</p> <p>Background</p> <p>The Worksite Health Promotion Capacity Instrument (WHPCI) was developed to assess two key factors for effective worksite health promotion: collective willingness and the systematic implementation of health promotion activities in companies. This study evaluates the diagnostic qualities of the WHPCI based on its subscales Health Promotion Willingness and Health Promotion Management, which can be used to place companies into four different categories based on their level of health promotion capacity.</p> <p>Methods</p> <p>Psychometric evaluation was conducted using exploratory factor and reliability analyses with data taken from a random sample of managers from n = 522 German information and communication technology (ICT) companies. Receiver operating characteristic (ROC) analyses were conducted to determine further diagnostic qualities of the instrument and to establish the cut-off scores used to determine each company's level of health promotion capacity.</p> <p>Results</p> <p>The instrument's subscales, Health Promotion Willingness and Health Promotion Management, are based on one-dimensional constructs, each with very good reliability (Cronbach's alpha = 0.83/0.91). ROC analyses demonstrated satisfactory diagnostic accuracy with an area under the curve (AUC) of 0.76 (SE = 0.021; 95% CI 0.72-0.80) for the Health Promotion Willingness scale and 0.81 (SE = 0.021; 95% CI 0.77-0.86) for the Health Promotion Management scale. A cut-off score with good sensitivity (71%/76%) and specificity (69%/75%) was determined for each scale. Both scales were found to have good predictive power and exhibited good efficiency.</p> <p>Conclusions</p> <p>Our findings indicate preliminary evidence for the validity and reliability of both subscales of the WHPCI. The goodness of each cut-off score suggests that the scales are appropriate for determining companies' levels of health promotion capacity. Support in implementing (systematic) worksite health promotion can then be tailored to each company's needs based on their current capacity level.</p

How managers of small-scale enterprises can create a health promoting corporate culture

Purpose – Small-scale enterprises are important for sustainable development in Europe and account for a significant proportion of private enterprises and their large contribution to employment. The overall research aim of the study is to explore workplace health management from the perspective of managers in small-scale enterprises (SSEs) in Norway and Sweden. Methodology – In-depth interviews with 18 managers in SSEs were conducted and a stepwise qualitative analysis was used. Findings – The findings are presented as two main patterns 1) Interorganisational dynamics and 2) Participative leadership. Managers discussed opportunities for workplace health management to foster solidarity and flexibility in the workplace, the potential of employees for self-governance, and a cultural environment at the workplace characterized by safety,trust, care, loyalty and humour. The managers employed a process-oriented communicato style, were all-rounders, and demonstrated dedicated and distinct management. Managers in small-scale enterprises were lonely problem-solvers and experienced high and conflicting work demands and work-family conflicts. Research limitations – The findings should be interpreted with caution concerning representation of small-scale enterprises generally. The enterprises were recruited from an intervention project focusing on workplace health management and might therefore have a positive attitude. Originality – This study adds important knowledge regarding the preconditions for creating health-promoting workplaces in SSEs, an area for which limited research exists. The findings provide insights and knowledge about managers’ possibilities and obstacles in workplace health management. The findings could be transferrable to management in similar contexts if managers develop more awareness and knowledge. Practical implications – The managers obtain recommended information about what to doand how to address workplace health management in SSEs