Understanding implicit bias (UIB): Experimental evaluation of an online bias education program.

Can people learn about implicit bias through an online course? We developed a brief (∼30 min) online educational program called Understanding Implicit Bias (UIB) consisting of four modules: (a) what is implicit bias? (b) the Implicit Association Test, (c) implicit bias and behavior, and (d) what can you do? In Experiment 1, we randomly assigned 6,729 college students across three separate samples to complete dependent measures before (control group) or after (intervention group) the UIB program. In Experiment 2, we randomly assigned 389 college students to complete the UIB program (intervention group) or two TED talks (control group) before dependent measures. Compared to control groups, the intervention groups had significantly higher objective knowledge about bias (ds = 0.39, 1.49) and subjective knowledge about bias (ds = 1.43, 2.61), awareness of bias (ds = 0.10, 0.54), and behavioral intentions to reduce bias (ds = 0.19, 0.84). These differences were again observed at a 2-week follow-up. These results suggest that brief online education about bias can affect knowledge and awareness of bias, as well as intentions to change behavior. (PsycInfo Database Record (c) 2023 APA, all rights reserved).

Workplace Sedentary Behavior and Productivity: A Cross-Sectional Study.

Reducing sedentary behavior in the workplace has become an important public health priority; however, some employers have expressed concerns regarding the potential for reduced productivity if employees are not seated while at work. Therefore, the aim of this study was to determine the relationship between workplace sedentary behavior (sitting time) and work productivity among full-time office-based employees, and further to investigate other potential factors associated with productivity. A 19-item online self-report survey was completed by 2068 government employees in Kansas. The survey assessed workplace sedentary behavior, work productivity, job satisfaction, and fatigue. Overall, office workers reported high levels of sedentary time (mean > 78%). The primary results indicated that sitting time was not significantly associated with productivity (ß = 0.013, p = 0.519), but job satisfaction and fatigue were positively (ß = 0.473, p < 0.001) and negatively (ß = -0.047, p = 0.023) associated with productivity, respectively. Furthermore, participants with the highest level of sitting time (>91% of the time) reported lower job satisfaction and greater fatigue as compared with the lowest level of sitting time (<75% of the time). Taken together, these results offer promising support that less sitting time is associated with positive outcomes that do not seem to come at the expense of productivity.

A Model for Developing Comprehensive Initiatives to Improve the Health of the Worksite: The WorkWell KS Strategic Framework.

Background: Worksite wellness programs that target individual employees, rather than worksites, have demonstrated limited long-term success. The purpose of this overview was to describe the theoretical basis for implementing an effective worksite wellness initiative, WorkWell Kansas (WorkWell KS). WorkWell KS is not a traditional worksite wellness initiative, as its goal is to create healthy worksites, rather than target workers. Methods: The WorkWell KS Strategic Framework is based on academic research that identified successful worksite wellness elements that produce sustainably healthy worksites. The curricula were built around the 3-4-80: three modifiable behaviors (tobacco use, poor access to nutritious foods and beverages, and physical inactivity) contribute to at least four chronic diseases (heart disease, type II diabetes, lung disease, and some cancers), which in turn contribute to approximately 80% of the premature deaths in the United States. Findings: To properly address these modifiable behaviors, the WorkWell KS Strategic Framework was developed to guide worksites to first build a solid worksite wellness foundation, which consists of five elements: the wellness committee, exercising leadership, communications, incentives, and data. Once built, worksites are then encouraged to employ a socio-ecological approach to developing a comprehensive, multi-strategy (information, program, benefit design, policy, and environment) intervention, focusing on one health behavior at a time. Conclusions/Application to Practice: The goal of WorkWell KS was to create healthy worksites, which creates environments for employees to practice these healthy behaviors. Worksite wellness committees, occupational health professionals, and others interested in altering health behaviors at worksites have an opportunity to reframe their approach using this framework.

Innovative recruitment strategies for a comprehensive worksite wellness initiative.

Recruiting for wellness initiatives is challenging. WorkWell KS, a statewide worksite wellness initiative, offers unique worksite recruitment strategies that may serve as lessons. From 2012 to 2018, WorkWell KS utilized champions, well-connected local leaders, to recruit worksites. A total of 784 worksites were recruited for at least one WorkWell KS workshop. A survey of champions requested identification of strategies, barriers and facilitators for successful recruitment and continued engagement. Forty-three champions reported on recruitment experiences. Sixty-three percent of respondents attributed recruitment success to having funding to complete their work. Face-to-face meetings was the most commonly reported successful strategy. Eighty-six percent of respondents reported that improving employee health was motivation for worksites to participate. Champions with a significant funding incentive for worksites commonly indicated that funding was a motivating factor. The most commonly selected factor for continued engagement was having a worksite staff member with wellness in their job description (67% of respondents). Forty-nine percent of respondents reported worksites' lack of time as a barrier to participation. The WorkWell KS initiative has implemented innovative recruitment methods that leverage well-connected leaders to recruit worksites to participate in a comprehensive worksite wellness initiative. Future worksite-based initiatives may benefit from adopting recruitment strategies presented here.

Presenting survey items one at a time compared to all at once decreases missing data without sacrificing validity in research with internet volunteers.

In two large web-based studies, across five distinct criteria, presenting survey items one-at-a-time was psychometrically either the same or better than presenting survey items all-at-once on a single web page to volunteer participants. In the one-at-a-time format, participants were no more likely to drop-out of the study (Criterion 1), and were much more likely to provide answers for the survey items (Criterion 2). Rehabilitating participants who otherwise would not have provided survey responses with the one-at-a-time format did not damage internal consistency of the measures (Criterion 3) nor did it negatively affect criterion validity (Criterion 4). Finally, the one-at-a-time format was more efficient with participants completing it more quickly than the all-at-once format (Criterion 5). In short, the one-at-a-time format results in less missing data with a shorter presentation time, and ultimately more power to detect relations among variables.