Introduction
Background and rationale
Trial design
Methods: participants, intervention and outcomes
Study setting
Eligibility criteria
Development of the goldilocks work intervention
Step 1 and 2
Step 3
Step 4
Implementation plan for the goldilocks work intervention
Name of strategy | Definition of strategy | The actors | The action | The target | Temporality | Dose | Implemen-tation outcome affected |
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Inform about project | Inform about the project aim and requirements for participation | Researchers and team leaders | Present project at weekly status meetings and distribute folders on project and data security | Disseminate knowledge and address questions about wearing sensors and data protection | Before intervention | Three 20 min meetings | Fidelity and participation rate |
Conduct educational meeting [33] | Engage stakeholders in disseminating knowledge about planning tool to workers in production | Researchers and local workplace group | Train work environment representatives to use planning tool and select which workers they are responsible for training | Involve and motivate staff to take ownership of the implementation of the intervention | During intervention | One 1.5 h meeting | Fidelity |
Audit and feedback [34] | Motivate workers to change organization of their work tasks | Researchers and workers | Provide weekly feedback on four key variables related to the planning tool | Motivate workers to change their physical behavior | During intervention | Weekly e-mails | Fidelity |
Organize implementation team meetings [33] | Discuss implementation effort, share lessons learned, and support one another in the group | Researcher and local workplace group | Discuss how intervention should move forward and which initiatives should be prioritized | Involve management and employees to take ownership of the implementation of the intervention | During intervention | Two 1.5 h meetings | Fidelity |
Outcomes
Primary outcome measure
Secondary outcome measures
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Difference between intervention and control group in the change in physical behavior composition (i.e., sitting, standing and active), measured using accelerometry for five workdays at baseline and five workdays at follow up.
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Difference between intervention and control group in the change in accumulated time in bouts of sitting, standing and active, measured using accelerometry for five workdays at baseline and five workdays at follow up. Bout length will be defined as either short (< 5 min), medium (5-30 min), or long (> 30 min).
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Differences between intervention and control group in the change in perceived fatigue and energy level, perceived physical exertion, and self-rated productivity measured using a numeric scale from 0–10 for five workdays at baseline and five workdays at follow up.
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Adherence to the intervention program measured through participation rates at planned meetings, and records of planned and conducted activities during the intervention.
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Use of the planning tool measured through the number of completed planning tool schedules.
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Quality of the program delivery measured using questionnaires following training and implementation meetings with the local workplace group.
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Cost-effectiveness of the intervention, i.e. the ratio of incremental cost and incremental change in low back pain intensity.