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This study aims to develop a research agenda for the advancement of theory application in practical contexts by presenting a case study of the Engagement in Plastic-free Innovation for Change (EPIC) programme delivered by Plastic Oceans Australasia (POA).

EPIC is a behaviour change programme by POA that aims to reduce single-use plastic (SUP) consumption in workplaces. The study evaluates the programme’s impact on employee perceptions and actual behaviour through pre- and post-programme data collection in two Australian workplaces. Data was gathered via online surveys and waste audits and analysed using SPSS statistics and Excel.

The case study highlights the need for theory application in programme evaluation instruments. Theory was not used in the programme evaluation tool, and theory could not be mapped onto the tool retroactively. The data from the present study showed mixed results. Data from Workplaces 1 and 2 indicated that EPIC successfully improved three out of seven employee perceptions of SUP reduction efforts. However, individual workplace data showed that EPIC only improved one out of seven perceptions in Workplace 1 and three out of seven perceptions in Workplace 2. Surprisingly, Workplace 1 observed a decrease in plastic waste after the programme, while Workplace 2 saw an increase. Without the clear integration of theory, it is difficult to pinpoint areas for improvement. It is, however, posited that COVID-19 restrictions on people attending their workplaces and low survey response rates may have contributed to these unexpected results.

The present study highlights key improvements that can be made to evaluations of voluntary behaviour change programmes. Careful evaluation of behaviour change programmes is key to improving programme effectiveness. Practitioners will find the suggested improvements from this study helpful in developing and refining voluntary behaviour change programme evaluations.

This is one of the first studies to evaluate the impacts of a voluntary behaviour change programme aimed at reducing SUPs in the workplace. It also adds to the limited literature on voluntary behaviour change interventions overall and adds to the movement towards better application of theory in behaviour change interventions.

Physical activity (PA) has been widely studied for its individual and societal benefits, but research on how organisations can effectively promote workplace physical activity (WPA) programmes is lacking. This article aims to examine the organisational-level benefits and value drivers of corporate PA programmes whilst also exploring the factors that motivate employees to participate in these programmes.

The authors used the self-determination theory (SDT) and the Hungarian Sport Motivation Scale (H-SMS) – which was modified and validated from the original English SMS scale, which is one of the six most highly cited motivation questionnaires in sports – to assess employees' motivation towards sports. In conjunction, in-depth interviews with company representatives were conducted to create a mind map outlining the impacts and advantages of WPA programmes. The study involved interviews with 13 managers in Hungary and a survey completed by 728 employees.

The findings of the authors' study indicate that WPA programmes had positive effects on employee engagement, turnover reduction and absenteeism. However, the authors' results also revealed that employee motivation to participate in these programmes was primarily driven by external factors, such as identified and introjected regulators, indicating a low level of intrinsic motivation for sports in the workplace. It is important to classify employees based on their motivation and behaviour to design and promote effective PA programmes in the workplace and to increase participation rates.

The authors' findings indicate the importance of aligning WPA programme promotion with employee motivation. This can encourage organisations to initiate their programmes, address participation challenges and strive for higher engagement rates. Further research on employee motivation can support the development of more effective communication strategies for companies in this context.

Factors for successful workplace health promotion (WHP) are well described in the literature, but often sourced from evaluations of wellness programmes. Less well understood are the features of an organisation that contribute to employee health which are not part of a health promotion programme. The purpose of this paper is to inform policy on best practice principles and provide real life examples of health promotion in regional Victorian workplaces.

Individual case studies were conducted on three organisations, each with a health and wellbeing programme in place. In total, 42 employers and employees participated in a face to face interview. Interviews were transcribed verbatim and the qualitative data were thematically coded.

Employers and senior management had a greater focus on occupational health and safety than employees, who felt that mental/emotional health and happiness were the areas most benefited by a health promoting workplace. An organisational culture which supported the psychosocial needs of the employees emerged as a significant factor in employee's overall wellbeing. Respectful personal relationships, flexible work, supportive management and good communication were some of the key factors identified as creating a health promoting working environment.

Currently in Australia, the main focus of WHP programmes is physical health. Government workplace health policy and funding must expand to include psychosocial factors. Employers will require assistance to understand the benefits to their business of creating environments which support employee's mental and emotional health.

This study took a qualitative approach to an area dominated by quantitative biomedical programme evaluations. It revealed new information about what employees really feel is impacting their health at work.

The purpose of this paper is to investigate the reasons for participating and not participating in an e-health workplace physical activity (PA) intervention.

Semi-structured interviews and two focus groups were conducted with a purposive sample of employees who enrolled and participated in the intervention and with those who did not complete enrolment, hence did not participate in it. Data were examined using thematic analysis according to the clusters of “reasons for participation” and for “non-participation”.

Reported reasons for participation included a need to be more active, to increase motivation to engage in PA, and to better manage weight. Employees were attracted by the perceived ease of use of the programme and by the promise of receiving reminders. Many felt encouraged to enrol by managers or peers. Reported reasons for non-participation included lack of time, loss of interest towards the programme, or a lack of reminders to complete enrolment.

Future e-health workplace behavioural interventions should consider focusing on employees’ needs and motivators to behaviour change, provide regular reminders for participants to complete enrolment and ensure that procedures are completed successfully. Barriers to participation could be identified through formative research with the target population and feasibility studies.

This study combines a qualitative analysis of the reasons why some employees decided to enrol in a workplace PA intervention and why some others did not. This study highlights factors to consider when designing, implementing and promoting similar interventions and that could inform strategies to enhance participation in workplace PA interventions.

The purpose of this research is to ascertain data in relation to courses that are currently on offer in seven third‐level institutions in Ireland which include elements of workplace learning. It is intended that the research findings will contribute to the provision of new workplace learning programmes in Irish third‐level colleges.

A questionnaire was designed for this research and was administered in seven higher education colleges in Ireland. In total, 433 courses were examined in relation to workplace learning.

The findings illustrate that there is still an over‐reliance on the provision of traditional classroom‐based courses. The findings further suggest that, for the successful operation of workplace learning programmes, there is scope for developing further employer engagement with higher education colleges in the design, development and delivery of such programmes.

As a result of the data collected for this research, recommendations for implementing workplace learning programmes for both third‐level education providers and employers are included here.

The paper provides value by identifying courses in Irish third‐level colleges which include elements of workplace learning and suggests that an attitudinal and cultural shift must be engaged with to overcome the traditional reliance on classroom‐based programmes in order to successfully develop new workplace learning programmes.

Workplace health promotion enables the dissemination of health-related information to a large portion of society and provides a vehicle for translating results of efficacy studies to effective lifestyle interventions under less controlled real-world conditions. To achieve effectiveness there needs to be a systematic approach to the design, implementation, and evaluation of workplace health promotion interventions. The purpose of this paper is to describe the development of a workplace programme in a mining and steel making town in regional South Australia.

The Precede-Proceed model (PPM) was used as a framework to design the development, implementation, and evaluation of the programme.

Quality of life issues and antecedents of modifiable behavioural and environmental factors to be targeted by interventions were identified. Relevant socio-behavioural theories were used to guide intervention development and evaluation. An intervention programme was planned to enable the delivery of educational and skills-development strategies by peers within structured organisational work units.

This research utilises the PPM to develop, implement, and evaluate intervention strategies targeting the development of diabetes and cardiometabolic risk in a remotely located workplace population. Novel to this approach is the utilisation of the entire PPM in the research; the multiple baseline, interrupted time series design of the study; and its application in a workplace environment noted for increased health risk factors, within a community at high risk of development of type 2 diabetes.

The purpose of this paper is to argue that both the supply‐based model and the demand‐based form of vocational education and training (VET) have their limitations and propose a “third way” in which reflective learning in the workplace is a central ingredient.

The data was collected from several studies of VET programmes in Sweden based on individual and group interviews, a survey and continuous participation in developmental work. The paper uses an interactive research approach in the research design.

The paper proposes a “third way” that tries to overcome the deficiencies of both the supply‐ and demand‐based strategies for VET by developing a more equal balance in the relationship between the education and workplace systems. Collaboration and partnership between education providers and progressive workplaces are core elements.

The paper tries to connect activities and changes at the organisational, inter‐organisational and institutional levels of the VET system. It is argued that changes at different levels are strongly interconnected and necessary to an understanding of the prerequisites for workplace learning. These vertical relationships form the main focus of future research.

It is argued that changes in the VET system should be initiated using a “bottom up” approach, start at the local level, and include change at all levels. The “bottom up” approach should include a combined employer, employee and service‐user perspective. It requires that learning issues are solved in a partnership that represents both the supply side of education and the demand side of working life.

Inter‐organisational relations need to be based on equal, mutual and trustful relationships between the education and workplace systems in order to support a sustainable change process.

The purpose of this study is to explore public health employees' experiences of participating in a commercial weight management programme supported by their employers over a 12-week period.

Semi-structured interviews were conducted with 28 employees who had participated in the programme (group-based or online).

The main motivators for enquiring about and attending the programme were: the offer to attend the programme free of charge, the opportunity to kick start their weight loss efforts, to take part in an academic research study and the opportunity for “shared experiences” with their colleagues.

This study did not allow us to explore the reasons why some employees opted not to take up the opportunity for weight management support through their workplace. Further qualitative research with non-engagers would allow us to inquire about why employees might not engage with WM support and offer alternative strategies.

Employers should facilitate their employees' efforts to lead a healthier lifestyle in the long-term creating employer health and safety policies that actively encourage healthy living and weight management. Improving employee health can contribute to increasing productivity, reducing stress and absenteeism.

This paper presents a novel approach to facilitating employees' weight management. Employees perceived their employer-supported participation in a commercial weight management programme outside of their work setting as a positive experience that assisted their weight management efforts suggesting the acceptability and feasibility of this approach to addressing weight in the workplace.

The purpose of this article is to assess the ability of formal equal employment opportunity (EEO) programmes and workplace agreement making to facilitate work and family balance for women workers in Australia.

This article uses documentary analysis and semi‐structured interviews in six Australian organisations that are required to develop formal EEO programmes.

Formal EEO programmes and agreement making are limited in their ability to promote work and family‐friendly arrangements at the workplace. Informal arrangements and managerial discretion are important in realising work and care balance.

The paper is Australian based, and the case studies were confined to six organisations, which restricts the findings.

Leave and work arrangements need to be required within agreements and EEO programmes. Most programmes gravitate towards minimum requirements, hence, it is important to ensure that these minimum requirements provide for work and care reconciliation. Programmes beyond the workplace, such as funded childcare, are important in this context.

The article highlights that formal mechanisms cannot achieve work and care reconciliation for women workers if they are built upon very limited minimum requirements, are voluntary and are dependent upon a bargaining process at the workplace.

The purpose of this paper is to assess the feasibility and benefits of providing weight management support via the workplace.

Quasi-experimental design using non-random assignment to a 12-week Slimming World (SW) weight management programme, either within the workplace or at a regular community group. Weight was recorded weekly and a 39-item questionnaire focused on mental and emotional health, self-esteem, dietary habits and physical activity habits administered at baseline, 12 weeks, six and 12 months.

In total, 243 participants enroled (workplace n=129, community n=114) with 138 completers (defined as those weighing-in at baseline and attending at least once within the last four weeks; workplace n=76, community n=62). Completers reported a mean weight change of −4.9 kg±3.4 or −5.7 per cent±3.8. Mental and emotional health scores increased (p < 0.05) from baseline to 12 weeks. Self-worth scores increased (p < 0.05) from baseline to 12 weeks, six and 12 months. Healthy dietary habit scores increased and unhealthy dietary habit scores decreased (p < 0.05) from baseline to 12 weeks, six and 12 months. Healthy physical activity habit scores improved (p < 0.05) from baseline to 12 weeks and six months. There were no significant differences between groups.

Participant demographic was predominantly female (94 per cent) aged 42.3 years, with only 13 men participating.

The results support the use of a 12-week SW weight management programme as a credible option for employers wanting to support staff to achieve weight loss and improve psycho-social health outcomes which could lead to improvements in quality of life and work performance.

Provides evidence for the delivery of weight management support via the workplace.