Heirich M A, Erfurt J C, Foote A
Institute of Labor and Industrial Relations, University of Michigan, Ann Arbor 48109-2054.
J Occup Med. 1992 Jun;34(6):627-37.
Work-site wellness programming his evolved through four stages of development. This article proposes a core technology of work-site wellness programs comprised of 10 dimensions that organize and systematize the range of activities undertaken by such programs. These 10 dimensions address the following tasks: (1) establishing program policy, (2) assessing the health status of the work force, (3) linking the work site with service providers, (4) linking individual employees with services appropriate to their needs, (5) providing options for behavior change strategies and interventions, (6) engaging employees in these various interventions, (7) organizing work-sitewide activities to support health improvement, (8) reviewing and altering organizational policies to make the work environment more supportive of health, (9) routinely evaluating program process and changes in health risks, and (10) periodically assessing longer-term program results. Two future dimensions are described that require further evidence of impact. Arguments and evidence in support of each dimension are provided, including discussion on how activities within each dimension work together to produce maximum effectiveness, and how various dimensions relate to each other to make an effective overall program.
工作场所健康计划经历了四个发展阶段。本文提出了工作场所健康计划的一项核心技术，该技术由10个维度组成，这些维度对这类计划所开展的一系列活动进行了组织和系统化。这10个维度涉及以下任务：（1）制定计划政策；（2）评估劳动力的健康状况；（3）将工作场所与服务提供商联系起来；（4）将个体员工与适合其需求的服务联系起来；（5）提供行为改变策略和干预措施的选项；（6）让员工参与这些不同的干预措施；（7）组织全工作场所范围的活动以支持健康改善；（8）审查和修改组织政策以使工作环境更有利于健康；（9）定期评估计划流程和健康风险的变化；（10）定期评估长期计划结果。还描述了两个未来维度，这需要进一步的影响证据。提供了支持每个维度的论据和证据，包括关于每个维度内的活动如何共同发挥作用以产生最大效果，以及各个维度如何相互关联以形成一个有效的整体计划的讨论。
