Measuring Productivity, Perceived Stress and Work Engagement of a Nationally Delivered Workplace Step Count Challenge

Abstract

Workplace step count challenges show promise with regard to increasing physical activity, with walking linked to many positive physical and mental health benefits. Few studies have investigated their effects on work-related outcomes. The aim of this study was to describe (1) the process of collecting work-related outcomes as part of a real-world workplace intervention, the Step Count Challenge, and (2) report step counts and work-related outcomes (productivity, perceived stress and work engagement) during the Step Count Challenge. This pre-post study was conducted as part of a four-week 2018 National Step Count Challenge (SCC) in Scotland, UK. A survey was administered to collect self-reported steps, productivity (HWQ), perceived stress (Cohen Perceived Stress Scale) and work engagement (UWES) on the week prior to the intervention starting (baseline), week 1 and week 4. Process data such as recruitment and response rates were monitored throughout. Of 2042 employees who signed up to the SCC, baseline data were reported for 246 (12% of total; mean age 42.5 years, 83% female). Process data suggest low uptake to the study and poor compliance between surveys time points. Preliminary data suggest positive changes in step counts (3374 steps/day by week 4), stress and productivity. No changes in work engagement were found. The findings highlight the need to integrate research more effectively into real-world interventions, including a true baseline period. The Step Count Challenge may have positive change on some work-related outcomes warranting further investigation into how robust research designs can be delivered without negatively influencing real-world interventions.

Keywords: physical activity; productivity; steps; stress; walking; work engagement; workplace.

Figure 1

Description of data collection from baseline to week 4 survey mapped onto the Step Count Challenge weeks.

Figure 2

Mean daily steps for each time point (baseline, week 1 and week 4). * p < 0.001.

Figure 3

Work-related outcomes (A) total productivity, (B) perceived stress, (C) work engagement at each time point (baseline, week 1 and week 4). * p < 0.001. Total productivity is further broken down into its six subscales in Figure 4.

Figure 4

Six subscales that form the total productivity score at each time point (baseline, week 1 and week 4). Productivity (A), concentration (B), supervisor relations (C), non-work satisfaction (D), work satisfaction (E), impatience/irritability (F). Scores closer to 10 indicate desirable work productivity outcomes. Changes in subscales were not assessed with formal statistical testing.