Lewis, Adrianna J.2016-04-222016-04-222016-05-01http://hdl.handle.net/2097/32641Background: Many adults spend a majority of their time at work engaging in primarily sedentary behaviors. Creating a health-promotion program can increase awareness of the importance of physical activity as well as provide benefits to the employee and employers. The main purpose of this study was to compare physical activity, motivation and support levels between participants and non-participants of a workplace movement challenge. Additionally, we examined factors associated with average steps and reasons for participating and not participating in the challenge.   Methods: Information about the four-week movement challenge was sent by email to all employees. Steps were monitored by personal activity trackers (e.g. pedometer, Fitbit, etc.) and self-reported at the end of each week. Steps were averaged within departments and a departmental leader board was posted weekly to encourage competition across campus. All individuals who participated in the program were invited to complete a brief follow-up survey one month later. Non-participants of the program were invited to complete a similar survey at the same time. To analyze the data we used t-tests and correlation tests. Results:  Of the 6,798 employees who received an email about the Movement Challenge, 650 (9.6%) submitted at least one survey and 376 completed all four surveys. Results of the follow-up survey showed employees with a departmental team leader accumulated significantly more steps than employees without a team leader (p= 0.03). Additionally, average steps were significantly associated with both social support (r=.21; p<.01) and motivation subscales including identified regulation and intrinsic regulation. Those who enrolled in the program reported they liked the tracking/accountability and departmental competition best. Participants of the program reported greater total physical activity (p< .001), total social support (p< .001), introjected regulation (p< .001), identified regulation (p< .002) and intrinsic regulation (p< .01) levels compared to those who did not enroll in the program. Conclusion: Worksite wellness campaigns can increase physical activity among employees, but additional strategies are needed to increase participation. The results of this study suggest future programs should increase competition and increase contribution from team leaders. They should also include team support across departments to build support within the program.enWorksite Wellness ProgramsPhysical ActivityThesis