Background
Current project
Methods
Design of phase 1: Systematic development of the intervention
Step 1: Needs assessment
Determinants | Physical activity | Relaxation |
---|---|---|
Awareness | “It is important to be aware of the advantages of relaxation” | |
Attitude | “Physical activity is not something you do during work hours” | “Too much relaxation inhibits fulfilment of task requirements” |
Subjective norm | “Being physically active during work hours is not approved of by colleagues and supervisor” | “My colleagues state that relaxation is something that should be done after work” |
Perceived behavioural control | “Increased physical activity is realized when shifting/rearranging priorities at work” | “Feeling free to choose when to relax during work hours” |
Perceived barriers | “The sedentary nature of office work prohibits physical activity” | |
Physical environment | “It is not an environment in which physical activity is stimulated” | “Good facilities are needed to relax” |
Step 2: Definition of program objectives
Step 3: Methods and strategies
Methods
Key determinants physical activity | Theoretical method | Practical strategy | Tools and materials |
---|---|---|---|
Attitude
| Self-regulation | MI | GMI train the trainer for teamleaders: advantages and disadvantages of changing their physical activity behaviour and the physical activity behaviour of their team members are discussed. |
MI | GMI-session with team: advantages and disadvantages of changing physical activity behaviour are discussed using a decisional balance sheet. | ||
Self-monitoring | MI | GMI-session with team: diary in workbook: completing logs to monitor their own daily physical activity behaviour in the last week. | |
Subjective norm
| Mobilizing social support | MI | GMI-coaching for teamleaders: attention is focused on finding support among colleagues |
MI and social media platform | GMI-session with team: discussion about who can provide support. Employees can join or create physical activity groups on the social media platform. Forum on social media platform to exchange advices on physical activity. | ||
Perceived behavioural control
| Reinforcement/ Goal setting | MI | GMI train the trainer for teamleaders and GMI-session with team: worksheets to help extract planning goals (when, where, with whom?) for improving physical activity, and rewards for favourable outcomes are formulated. Positive feedback is given during group discussions and arguments to cope with difficult situations are discussed. |
Perceived barriers
| Self-regulation | MI | GMI train the trainer for teamleaders: exercises are aimed on intentions for changing physical activity. |
MI | GMI-session with team: exercises are aimed on overcoming barriers and enacting on intentions for changing physical activity. | ||
Goal setting | MI | GMI train the trainer for teamleaders and GMI-session with team: worksheets to help extract planning goals (when, where, with whom?) for improving physical activity, and rewards for favourable outcomes are formulated. Positive feedback is given during group discussions and arguments to cope with difficult situations are discussed. | |
Physical environment
| Environmental changes | Facilitation of daily physical activity and relaxation | Modifications to the coffee corners, the open office environment, the meeting rooms and the entrance hall. |
Key determinants relaxation | Theoretical method | Practical strategy | Tools and materials |
---|---|---|---|
Awareness
| Self-regulation | MI | GMI train the trainer for teamleaders: exercises are aimed at increasing awareness for changing relaxation. |
MI | GMI-session with team: exercises are aimed at increasing awareness for changing relaxation. | ||
Self-monitoring | MI | GMI-session with team: diary in workbook: completing logs to monitor their own relaxation behaviour in the last week. | |
Attitude
| Self-regulation | MI | GMI train the trainer for teamleaders: advantages and disadvantages of changing their relaxation behaviour and the relaxation behaviour of their team members are discussed. |
MI | GMI-session with team: advantages and disadvantages of changing relaxation behaviour are discussed using a decisional balance sheet. | ||
Self-monitoring | MI | GMI-sessions with team: diary in workbook: completing logs to monitor their own relaxation behaviour in the last week. | |
Subjective norm
| Mobilizing social support | MI | GMI-coaching for teamleaders: attention is focused on finding support among colleagues |
MI and social media platform | GMI-session with team: discussion about who can provide support. Employees can join or create relaxation groups on the social media platform. Forum on social media platform to exchange advices on relaxation. | ||
Perceived behavioural control
| Reinforcement/ Goal setting | MI | GMI train the trainer for teamleaders and GMI-session with team: worksheets to help extract planning goals (when, where, with whom?), and rewards for favourable outcomes are formulated. Positive feedback is given during group discussions and arguments to cope with difficult situations are discussed. |
Physical environment
| Environmental changes | Facilitation of daily physical activity and relaxation | Modifications to the coffee corners, the open office environment, the meeting rooms and the entrance hall. |
Strategies
Step 4: Program development
A. Group Motivational Interviewing (GMI)
Social media platform
B. Environmental modifications
Step 5: Development of a plan for pilot implementation
Step 6: Evaluation
Phase 2: A description of the evaluation on the effectiveness of the intervention
Study design
Environmental modifications # | |||
---|---|---|---|
YES | NO | ||
GMI* | YES | 1 | 3 |
NO | 2 | 4 |
Study population and recruitment
Outcome measures
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Daily physical activity, which will be assessed at baseline, 6 and 12?months follow-up by the Short Questionnaire to Assess Health Enhancing Physical Activity (SQUASH) [52]. This questionnaire assesses the duration, frequency, intensity of active commuting, physical activity at work, sedentary time at work and at home, activity in leisure time, household activities, and sport. The validity (r?=?0.45) and reproducibility (r?=?0.58) of the SQUASH are comparable to other physical activity questionnaires [53].
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Physical activity and sedentary behaviour, which will be measured objectively in a random sample of about 80 participants, equally divided over the four study arms (n?=?20 per arm). This subsample will be asked to wear an accelerometer (Actigraph) during a period of seven days at baseline, 6 and 12?months follow-up. On all days of the week, these participants will be asked to fill out a short questionnaire (diary), reporting the exact wearing times (i.e., the time at which the Actigraph was put on and off) and the times of leaving and arriving at home and at work (i.e. to determine the exact wearing time at work and during leisure time).
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Detachment and relaxation, which will be assessed at baseline, 6 and 12?months follow-up by the detachment and relaxation questionnaire. This questionnaire is derived from the recovery experience questionnaire, which is developed by Sonnentag et al..[19], and which has shown satisfactory reliability (r?=?0.84) and reasonable validity (r?=?0.46). A Dutch version of this questionnaire has shown high reliability (r?=?0.92) in a pilot study by Bloom et al [54]. This scale was adapted to a work context, starting each item with “During a break at work…”, instead of “During time after work…” as written in the original questionnaire of Sonnentag et al.[19]. The detachment and relaxation questionnaire consists of eight items and lists items such as “I forget about work”, “I don’t think about work at all”, “I kick back and relax” and “I do relaxing things”.
Other outcome measurements
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Exhaustion will be assessed at baseline, 6 and 12?months follow-up by means of a subscale of the Oldenburg Burnout Inventory (OLBI) [55]. The OLBI consists of eight items about exhaustion and disengagement. It has shown reasonable validity (r?=?0.52) and satisfactory reliability (r?=?0.80) in different occupational groups [55].
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Absenteeism data will be collected by questionnaires at 3, 6, 9 and 12?month’s follow-up through self-report, as well as from company records. The World Health Organization Health and Work Performance Questionnaire (WHO-HPQ), a self-report measure concerning absenteeism and presenteeism, will be used [56, 57]. To illustrate, participants will be asked to give ‘the number of days missed due to mental or physical health problems, during the last 4?weeks’. Furthermore, the PROductivity and DISease Questionnaire (PRODISQ) will be used [58, 59].
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Work performance will be assessed at baseline, 6 and 12?months follow-up with the Individual Work Performance Questionnaire (IWPQ)[60]. The IWPQ consists of 43 questions in four subscales: task performance, contextual performance, adaptive performance, and counterproductive work behaviour. The IWPQ is a newly developed instrument based on a review of the work performance literature, existing work performance questionnaires, and expert opinions [60].
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Work engagement will be measured at baseline, 6 and 12?months follow-up, using the validated Utrecht Work Engagement Scale (UWES), which assesses vitality (6 items), dedication (5 items) and absorption (6 items). The psychometric properties of this questionnaire have been tested and results indicated an acceptable internal consistency of vitality (r?=?0.68-0.80), dedication (r?=?0.91) and absorption (r?=?0.73-0.75)[61, 62].