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120
In Ellen’s experience, working out during the day was a great use of her time to achieve
something she would want to do, but would need to allot time to do otherwise. Carla also shared
that reserving the time in her mental and actual calendar allowed her to avoid motivational
shortfalls, as Allison described, in engaging with physical activity after work. The midday aspect
of Get Fit removes the additional motivational barrier of having to compel oneself to engage in
physical activity when one could do any other activity.
In summary, time is essential to employee participation, including time to get to and from
the program and any accompanying activities that need to happen before and afterward to ensure
participation in both the activity and the professional sphere once a class is over. Perceived lack
of time for any aspect needed to both participate and perform one’s job can pose a barrier.
Flexible time and diverse program timing may encourage new participant engagement.
Cultural Setting 2: Workplace Physical Activity Programming. Understanding the
aspects of the Get Fit program that participants indicated facilitated their participation will offer
insights effective program elements that can inform recommendations for other schools and
universities who may want to develop their own programming. One survey item aimed to gather
insight into factors affecting employee participation. As discussed previously, Table 6 depicted
themes across survey responses about the primary reasons people participated in Get Fit.
Convenience and cost related to concrete aspects of the program that encouraged employee
participation. Participant interviews enhanced insights about aspects of the program that
employees most value.
Convenience. Differences emerged between Get Fit and broader PCU fitness offerings
that influenced employee rates of participation. For example, when asked what factors she
Object Description
| Title | Physical activity interventions to reduce rates of sedentary behavior among university employees: a promising practice study |
| Author | DeFrank, Ginny Mary |
| Author email | ginnydefrank@gmail.com;defrank@usc.edu |
| Degree | Doctor of Education |
| Document type | Dissertation |
| Degree program | Organizational Change and Leadership (On Line) |
| School | Rossier School of Education |
| Date defended/completed | 2020-06-19 |
| Date submitted | 2020-08-11 |
| Date approved | 2020-08-11 |
| Restricted until | 2020-08-11 |
| Date published | 2020-08-11 |
| Advisor (committee chair) | Malloy, Courtney |
| Advisor (committee member) |
Canny, Eric Stowe, Kathy |
| Abstract | The purpose of this study was to understand factors influencing employee participation in a university-offered physical activity program to inform recommendations for other institutions of higher education seeking to address high rates of university employee sedentary behavior with physical activity programming. The instructor-led program was held four times per week beginning at noon each day and lasted one hour in duration on a university campus in the western United States. The program, which was offered at no cost to employees, typically served 20-30 participants each week. The Clark and Estes Gap Analytic Framework (2008) was employed to assess relevant knowledge, motivation, and organizational influences affecting university employee engagement with the physical activity program. The study utilized a convergent parallel mixed methods design, engaging 24 university employees by means of a fifty-four-item quantitative survey. Six survey respondents also participated in interviews. Research findings revealed the importance of the interplay of employee factual and metacognitive knowledge, as well as motivation influences including self-efficacy and expectancy value within the organization’s cultural models and settings. Recommendations for other institutions seeking to engage employees in physical activity were informed by the findings and supported by a review of literature. Recommendations include the use of training, communication strategies, information guides, modeling, and opportunities for reflection to meet employee knowledge and motivational needs. Evaluating and changing organizational policies, cultural values, and existing physical activity programming was recommended to ensure employees understand an organization’s support for participation in physical activity. Additionally, implications for practice involved a focus on the role of instructors and the development of communities of continuity to support and improve rates of university employee engagement in physical activity during the workday. |
| Keyword | sedentary behavior; physical activity; workplace physical activity; physical activity intervention; university physical activity; exercise |
| Language | English |
| Part of collection | University of Southern California dissertations and theses |
| Publisher (of the original version) | University of Southern California |
| Place of publication (of the original version) | Los Angeles, California |
| Publisher (of the digital version) | University of Southern California. Libraries |
| Provenance | Electronically uploaded by the author |
| Type | texts |
| Legacy record ID | usctheses-m |
| Contributing entity | University of Southern California |
| Rights | DeFrank, Ginny Mary |
| Physical access | The author retains rights to his/her dissertation, thesis or other graduate work according to U.S. copyright law. Electronic access is being provided by the USC Libraries in agreement with the author, as the original true and official version of the work, but does not grant the reader permission to use the work if the desired use is covered by copyright. It is the author, as rights holder, who must provide use permission if such use is covered by copyright. The original signature page accompanying the original submission of the work to the USC Libraries is retained by the USC Libraries and a copy of it may be obtained by authorized requesters contacting the repository e-mail address given. |
| Repository name | University of Southern California Digital Library |
| Repository address | USC Digital Library, University of Southern California, University Park Campus MC 7002, 106 University Village, Los Angeles, California 90089-7002, USA |
| Repository email | cisadmin@lib.usc.edu |
| Filename | etd-DeFrankGin-8921.pdf |
| Archival file | Volume13/etd-DeFrankGin-8921.pdf |
Description
| Title | Page 129 |
| Full text | 120 In Ellen’s experience, working out during the day was a great use of her time to achieve something she would want to do, but would need to allot time to do otherwise. Carla also shared that reserving the time in her mental and actual calendar allowed her to avoid motivational shortfalls, as Allison described, in engaging with physical activity after work. The midday aspect of Get Fit removes the additional motivational barrier of having to compel oneself to engage in physical activity when one could do any other activity. In summary, time is essential to employee participation, including time to get to and from the program and any accompanying activities that need to happen before and afterward to ensure participation in both the activity and the professional sphere once a class is over. Perceived lack of time for any aspect needed to both participate and perform one’s job can pose a barrier. Flexible time and diverse program timing may encourage new participant engagement. Cultural Setting 2: Workplace Physical Activity Programming. Understanding the aspects of the Get Fit program that participants indicated facilitated their participation will offer insights effective program elements that can inform recommendations for other schools and universities who may want to develop their own programming. One survey item aimed to gather insight into factors affecting employee participation. As discussed previously, Table 6 depicted themes across survey responses about the primary reasons people participated in Get Fit. Convenience and cost related to concrete aspects of the program that encouraged employee participation. Participant interviews enhanced insights about aspects of the program that employees most value. Convenience. Differences emerged between Get Fit and broader PCU fitness offerings that influenced employee rates of participation. For example, when asked what factors she |
