The 130th Annual Meeting of APHA

Abstract #35326

C. Shannon Griffin-Blake, PhD¹, Bryan S. Schaffer, MBA², Mark G. Wilson, HSD³, David M. DeJoy, PhD⁴, and Robert J. Vandenberg, PhD². (1) Health Promotion & Behavior, University of Georgia, 300 River Road, Ramsey 216, Athens, GA 30602, (2) Management, College of Business, University of Georgia, Brooks Hall, Athens, GA 30602-6256, 706/583-0692, cgriffin@coe.uga.edu, (3) Health Promotion and Behavior, Univeristy of Georgia, 300 River Road, Ramsey 216, Athens, GA 30602, (4) Health Promotion and Behavior, University of Georgia, 300 River Road, Ramsey 216, Athens, GA 30602

Worksite health promotion has advanced over the past three decades from a sole focus on individual behavior change to the goal of building healthy work organizations. The guiding premise is that a healthy organization is an effective organization, and improving organizational health requires a careful diagnosis of how work processes are structured and managed. Grounded on this concept, this field study was conducted with a small municipal government in the southeastern United States and was prompted by management concerns about employee morale, turnover, and job performance. After an initial meeting with management, staff from the Workplace Health Group at the University of Georgia administrated the Healthy Work Organization survey, a 250-item modular instrument that assesses a variety of factors related to organizational culture, climate, job design, job future, employee work adjustment, and employee health and well-being measures. Semi-structured interviews were conducted with management and employees, and results from both the interviews and survey were shared with a representative employee action team. The intervention was a five-phased, team-based problem-solving process designed to produce an action plan for improving the health of the organization. A follow-up survey was administered nine months later to assess the impact of the intervention process. Comparison of baseline and follow-up data showed overall improvements in absenteeism, turnover intentions, and work-related accidents. In terms of job design, perceptions of both physical demands on the job and exposure to hazardous conditions improved. Also, perceptions of organizational support, safety and health climate, fairness, and learning opportunities all improved. Results were further analyzed by work unit.

Learning Objectives:

• Describe a worksite intervention incorporating a five-phased, team-based problem-solving process
• Identify 5 organizational and individual factors that contribute to a healthy work organization

Keywords: Intervention, Occupational Health Programs

Related Web page: www.coe.uga.edu/workplacehealth

Presenting author's disclosure statement:
I do not have any significant financial interest/arrangement or affiliation with any organization/institution whose products or services are being discussed in this session.