To examine the effectiveness of an organizational large-scale intervention applied to induce a health-promoting organizational change process.
A quasi-experimental, “as-treated” design was used. Regression analyses on data of employees of a Dutch dairy company (n = 324) were used to examine the effects on bonding social capital, openness, and autonomous motivation toward health and on employees’ lifestyle, health, vitality, and sustainable employability. Also, the sensitivity of the intervention components was examined.
Intervention effects were found for bonding social capital, openness toward health, smoking, healthy eating, and sustainable employability. The effects were primarily attributable to the intervention's dialogue component.
The change process initiated by the large-scale intervention contributed to a social climate in the workplace that promoted health and ownership toward health. The study confirms the relevance of collective change processes for health promotion.
From TNO company Value2share (Ms van Scheppingen, Ms ten Have and Dr Bos); VU Medical Centre (Ms van Scheppingen, Dr van Mechelen), Department of Public and Occupational Health, EMGO+ Institute, Amsterdam; TNO (Dr de Vroome, Dr Zwetsloot), Leiden, The Netherlands; and Nottingham University (Dr Zwetsloot), The Institute for Work Health and Organisations, UK.
Address correspondence to: Arjella R. van Scheppingen, MSc, TNO company Value2share, Amsterdam, The Netherlands (Arjella.firstname.lastname@example.org).
All authors had an active part in the final manuscript. This work was supported by the NUTS OHRA foundation.
Authors van Scheppingen, de Vroome, ten Have, Bos, Zwetsloot, and van Mechelen have no relationships/conditions/circumstances that present potential conflict of interest.
The JOEM editorial board and planners have no financial interest related to this research.