Worksite physical activity breaks: Perspectives on feasibility of implementation

Abstract

BACKGROUND:

Worksites offer a unique opportunity to increase physical activity in persons with both active and sedentary lifestyles.

OBJECTIVE:

The objective of this study was to examine employee and supervisor perspectives on feasibility and acceptability of 10-minute Instant Recess^® physical activity videos in the worksite.

METHODS:

Convenience sample of public and private worksites in Minneapolis/St. Paul, MN. Employees (n = 187) at 13 worksites were recruited by a one-time email invitation to participate in a group Instant Recess break and complete a 15-question survey. One supervisor per site participated in a one-on-one interview to assess suggestions for feasibility of implementation. Likert-type survey responses were averaged per worksite and overall. Interview results were recorded, transcribed, and coded by two authors.

RESULTS:

Employees were extremely positive about enjoyment, increased productivity, comfort, and feasibility of doing Instant Recess at the same time and place every day (score = 4.29, 4.17, 4.25, and 4.37 out of 5, respectively). However, they did not feel comfortable leading an Instant Recess break (score = 2.68 out of 5). Supervisors voiced during the one-on-one interviews that they enjoyed Instant Recess (13 out of 13 supervisors), were enthusiastic about Instant Recess as a simple and cost-effective entry into worksite wellness (11 out of 13 supervisors), and felt that Instant Recess could be institutionalized by offering it daily at a set time and place (13 out of 13 supervisors).

CONCLUSIONS:

Employees and supervisors at various worksites believed that it is feasible and desirable to offer 10-minute physical activity breaks using videos during the workday.

Keywords

Workplace wellness health promotion programs intervention

1 Introduction

Physical activity (PA) is important for multiple aspects of health, such as weight control, cardiovascular fitness, mental health, and a wide range of other benefits [1]. PA breaks up long periods of sedentary time, such as sitting at a desk. Sitting for long periods causes harmful effects including decreased triglyceride catabolism [2], increased rates of disc degeneration [3], and increased risk for all-cause and cardiovascular disease mortality [4]. PA, as a singular approach, is effective in helping overweight individuals avoid becoming obese [5]. Despite the known benefits, most Americans do not get adequate PA. In 2014, only 21.5% of adults reported meeting the weekly national recommendations of two bouts of strength-training and 150 minutes of moderate aerobic PA [6]. The social environment’s impact on PA is promising due to the potential for intervention (e.g., introducing PA into worksites).

Across socioeconomic groups, work-related PA has decreased while leisure-time PA has increased over the past century [7]. Worksites can limit PA due to the sedentary nature of deskwork [7], thereby harming employees with prolonged periods of sedentariness. One study found that occupational sitting time was independently associated with overweight and obesity [8]. While overweight and obesity are public health concerns for society [9], they are also concerns for corporations. Direct medical costs associated with obesity and obesity-related illnesses have been suggested to range as high as $209.7 billion annually, accounting for over 20% of healthcare spending in the U.S. Estimated annual indirect costs of obesity are as high as $66 billion [10]. It has been estimated that employers annually pay between $4.3 and $6.4 billion for absenteeism and $30 billion for reduced productivity related to obesity [10].

As with other public health efforts, the most effective interventions are passive, making their uptake the default [11]. A systematic review on incorporating brief bouts of PA into organizational routine found considerable individual and organizational benefits and few adverse consequences [12]. Worksites offer a unique opportunity to promote PA [13] and boost energy expenditure [14], as modern-day worksites often create a social context that is non-conducive for PA [15]. Brief bouts of PA have been shown to improve productivity, reduce absenteeism, improve efficiency, and be an enjoyable way to spend time with others in the workplace [16 –18]. Data suggest that perceived support for non-work-related PA during the workday might also lead to increased leisure time PA, as spill-over has been demonstrated from work- or school-day PA breaks to non-work and non-school time [19, 20]. Targeting worksites offers important potential for PA promotion and sedentarinessprevention. In fact, the U.S. National Physical Activity Plan, released in 2016, highlights Business & Industry as a key sector for promoting health among the U.S. workforce.

Instant Recess^® breaks are 10-minute bouts of moderate-intensity PA, developed by physicians and exercise physiologists. Instant Recess is designed to be performed in group settings during usual organizational activities (e.g., work day, professional conferences, school day). The activities encourage individuals to participate in professional clothing and shoes with minimal sweating and disruptions to hair and appearance. Instant Recess breaks lead participants in low-impact aerobics, stretching, and resistance movements that are set to music. The dance- and sports-themed moves were designed to maximize energy expenditure (incorporating lower- and upper-body), enjoyment, and engagement by even the most sedentary while minimizing injury risk and perceived exertion [21]. Instant Recess breaks, which are available via DVD and online streaming on YouTube, incorporate step-by-step verbal instructions and a visual guide to demonstrate each move, and are designed to be led by anyone, regardless of group exercise leadership experience. Previous studies have shown Instant Recess to be effective for increasing PA during the school day, improving productivity, and improving mood and concentration [22, 23].

The purpose of this study was to assess the feasibility and acceptability of implementing Instant Recess in a convenience sample of worksites. Supervisor and employee perspectives on incorporating 10-minute PA breaks into the workplace were assessed.

2 Methods

2.1 Participants and recruitment

A convenience sample of worksites were approached by the primary author. Worksite supervisors granted approval to recruit employees to participate in Instant Recess. Employees from each worksite were recruited via a one-time email advertising Instant Recess with a brief description of the activity and goals of the study. Participation was voluntary. The email was sent to an entire subdivision within the organization and did not specifically target employees thought to be interested in worksite PA. Recruitment efforts were intentionally minimal to assess baseline interest in PA breaks.

2.2 Intervention

The intervention took place during a single visit. Participants came to a common area in the worksite at the advertised time. The primary author introduced Instant Recess and the study, and participants signed a consent form. Participants were then given the option of choosing one of two Instant Recess breaks— an African dance led by a trained choreographer or a sports-themed break led by a professional athlete. The investigator, employees, and supervisor then participated in the Instant Recess together. University of Minnesota Institutional Review Board approved this study.

2.3 Data collection

Quantitative and qualitative data to assess the acceptability and feasibility of implementing Instant Recess were collected during the single visit from a group of employees at each worksite. Quantitative data were obtained using a 15-question survey completed immediately following Instant Recess to assess participants’ reactions. Questions assessed comfort in participating, the idea of leading an Instant Recess, enjoyment of Instant Recess, and the idea of fitting Instant Recess into meetings or daily at a set time/location. The survey used a Likert-type scale from 1–5, with 5 being extremely positive, 3 being moderately positive, and 1 being not at all positive. Survey responses were analyzed by calculating the mean score across all worksites.

Qualitative data were obtained via semi-structured, recorded interviews with the participating worksite supervisor to explore ideas and thoughts about implementing Instant Recess. The primary author conducted these interviews immediately following the group Instant Recess break. Based on guidelines for mixed methodology research, qualitative data were coded by the primary author [24] and reviewed by the senior author. Supervisor responses were grouped into three themes: Perceptions about Instant Recess, Ideas for Implementing Instant Recess, and Anticipated Barriers to Implementing Instant Recess. Representative quotes from interview transcripts were pulled for each theme.

3 Results

Thirteen worksites in the St. Paul/Minneapolis, MN metropolitan area participated in the study. They included four public sector worksites, two divisions within a local university, three Fortune 500 companies, one privately-held multinational corporation, two small national corporations, and one small Minneapolis-based company. Table 1 displays worksite characteristics. The number of employees at worksites ranged from 25–8,000; 25–80 employees received the recruitment email at each site. The average number of employee participants per site was 14 (range = 5–22). In total, 174 employees (33% of those receiving the recruitment email; range = 17–64% ) and 13 supervisors (one per site) participated.

Table 1
Worksite characteristics

Site Type of Organization # Employees # Received Advertisements¹ # Participants % Received Advertising

1 State department 250 40 15 38%

2 County department 25 25 16 64%

3 County department 45 45 11 24%

4 State department 150 30 10 33%

5 Academic division 50 50 11 22%

6 Academic division 100 50 22 44%

7 Data-processing corporation 500 locally² 80 22 28%

8 Technology firm 45 locally² 45 13 29%

9 Equipment service-provider 35 30 10 33%

10 Healthcare technology 8,000 locally² 30 11 37%

11 Airspace technology 1,000 locally² 40 12 30%

12 Agriculture 2,000 locally² 40 16 40%

13 Food manufacturer 3,000 locally² 30 5 17%

Site	Type of Organization	# Employees	# Received Advertisements¹	# Participants	% Received Advertising
1	State department	250	40	15	38%
2	County department	25	25	16	64%
3	County department	45	45	11	24%
4	State department	150	30	10	33%
5	Academic division	50	50	11	22%
6	Academic division	100	50	22	44%
7	Data-processing corporation	500 locally²	80	22	28%
8	Technology firm	45 locally²	45	13	29%
9	Equipment service-provider	35	30	10	33%
10	Healthcare technology	8,000 locally²	30	11	37%
11	Airspace technology	1,000 locally²	40	12	30%
12	Agriculture	2,000 locally²	40	16	40%
13	Food manufacturer	3,000 locally²	30	5	17%

¹For most of the organizations, not the entire organization, but a division or a subset of employees received recruitment advertisements and invited to participate in the study. ²Locally refers to the number of employees who work in the Minneapolis-St. Paul metro area some of the companies had sites (around the state, US, and globally).

Table 2 displays post-Instant Recess survey employee responses. Reponses were above 4.0 (extremely to moderately positive) for 5 of 13 questions (38% ) that addressed participants’ enjoyment of Instant Recess, comfort of participating with coworkers, the idea of including Instant Recess at a certain time during the workday, the effect of Instant Recess on energy level, and beliefs on whether Instant Recess could improve productivity. Responses were below 3.0 (less than moderately positive) for 2 of13 questions (15% ) that addressed employees’ comfort in leading an Instant Recess break in the next month, if ever.

Table 2

Employee survey results (n = 187)

	Rate the questions below from 1 to 5:	Not at all		Moderately		Extremely
1	How comfortable are you approaching leaders in your work organization about implementing regular physical activity breaks?	1	2	3.60		5
2	How comfortable are you approaching co-workers to garner support for institutionalized physical activity breaks?	1	2	3.72		5
3	Did you find participating in Instant Recess enjoyable?	1	2	3	4.29
4	How comfortable are you doing Instant Recess with your co-workers?	1	2	3	4.17
5	How likely are you to lead an Instant Recess break in the next month?	1	2.68		4	5
6	How likely are you to lead an Instant Recess break ever?	1	2.93		4	5
7	How likely are you to recommend Instant Recess breaks to others?	1	2	3.96		5
8	Do you think participating in Instant Recess breaks could improve productivity?	1	2	3	4.25
9	Please rate the idea of including 10-minute physical activity breaks in long (at least one-hour) meetings.1 (terrible idea), 5 (fantastic idea)	1	2	3.84
10	Please rate the idea of including 10-minute physical activity breaks at a certain time of the workday. 1 (terrible idea), 5 (fantastic idea)	1	2	3	4.37
11	How feasible is it to include physical activity breaks during long (at least one-hour) meetings? 1 (not do-able), 5 (easily do-able)	1	2	3.12		5
12	How feasible is it to include movement or exercise breaks at a certain time of the workday? 1 (not do-able), 5 (easily do-able)	1	2	3.90		5
13	Did Instant Recess have an effect on your energy level? 1 (negative effect), 3 (no effect), 5 (positive effect)	1	2	3	4.12
14	How often do you attend meetings outside of the organization?	2.7 times per month
15	How often does your faculty/team/department come together in meetings?	3.5 times per month

Table 3 displays average responses for supervisor survey questions. Responses were above 4.0 (extremely to moderately positive) for 8 of 12 questions (75% ). No questions produced responses below 3.0 (moderately positive).

Table 3

Supervisor survey results (n = 13)

Rate the following questions from 1 to 5:	Not at all	Moderately	Extremely
1	How comfortable are you approaching leaders in your work organization about implementing regular physical activity breaks?	1	2	3	4.17
2	How comfortable are you approaching co-workers to garner support for institutionalized physical activity breaks?	1	2	3	4.17
3	How comfortable are you doing Instant Recess with your co-workers?	1	2	3	4.67
4	How likely are you to lead an Instant Recess break in the next month?	1	2	3.67		5
5	How likely are you to lead an Instant Recess break ever?	1	2	3.83		5
6	How likely are you to train others to lead a Lift-Off break?	1	2	3	4.67
7	How likely are you to recommend Instant Recess breaks to others?	1	2	3	4.67
8	How feasible is it to include physical activity breaks during long (at least one-hour) meetings? 1 (not do-able), 5 (easily do-able)	1	2	3.33		5
9	Please rate the idea of including 10-minute physical activity breaks in long (at least one hour) meetings. 1 (terrible idea), 5 (fantastic idea)	1	2	3	4.17
10	How feasible is it to include physical activity breaks at a certain time of the workday? 1 (not do-able), 5 (easily do-able)	1	2	3.67		5
11	Please rate the idea of having 10-minute physical activity breaks at a certain time of the workday. 1 (terrible idea), 5 (fantastic idea)	1	2	3	4.67
12	Did Instant Recess have an effect on your energy level: 1 (negative effect), 3 (no effect), 5 (positive effect)	1	2	3	4.17
13	How often do you attend meetings outside of the organization?	________ times per month
14	How often does your faculty/team/department come together in meetings?	________ times per month
15	How many people work in the organization? _______________ In your team/department? ___________________

Qualitative interview responses were categorized into three major themes: Perceptions about Instant Recess; Ideas for Implementing Instant Recess; and Anticipated Barriers to Implementing Instant Recess.

3.1 Perceptions about Instant Recess

Supervisors reported that they enjoyed Instant Recess, were not self-conscious about participating, and that their employees also enjoyed Instant Recess. Supervisors appreciated the simple movements and options for participating at varying intensities (self-regulating), such as the videos’ suggestions for using core muscles, if desired.

“I thought it was really good. It’s simple. We could easily get people motivated with it. I just liked the fact that we’re getting people up and up away from their desks, a little energy boost in the middle of the day. I would just love to see it on a regular basis.”

Supervisors appreciated that Instant Recess did not require a change of attire, and felt that Instant Recess was the perfect solution for incorporating PA into the worksite due to its simplicity. They highlighted the low-cost of Instant Recess, saying it was relatively simple compared to other requests for PA (e.g., regular programming, fitness rooms). They indicated Instant Recess could serve as an entree into worksite wellness. Supervisors felt that Instant Recess offered additional benefits, such as social interaction and support by bringing employees out of their offices/cubicles and interacting.

“I think people were enthusiastic. And not only is it a good thing to do for your health, but for building community. Because we all sit in our offices and hardly see each other. And it’s a time where you can be a different person and engage in a little laughter and view each other differently.”

Supervisors felt that participating in Instant Recess would decrease the urge for snacking and smoking breaks and improve energy levels.

“You know – everyone left Instant Recess feeling very excited, the energy was good, the endorphins were surging... ”

Other suggested intangible benefits that included Instant Recess serving as a strategy to encourage employees to participate in more PA, both at work and at home.

“It’s pretty good for a parent to bring home to their family.”

Baseline interest in worksite PA was deemed high, as more participants showed up than the supervisors expected with such minimal advertising. However, supervisors felt that educating employees about the benefits of Instant Recess would be important to encourage most employees to participate. They felt that male participants would prefer Instant Recess videos led by professional athletes to the dance-oriented videos.

3.2 Ideas on implementing Instant Recess

Offering Instant Recess daily at a set time and location was the most commonly suggested idea, as employees could plan around and look forward to it. This was preferred over incorporating Instant Recess into meetings. Supervisors suggested having one person in charge of turning on the DVD player each week so that other participants could simply show up, participate, and go back to work. Offering Instant Recess twice daily was also suggested so that employees would have multiple opportunities to participate. Other ideas included having the DVD available in a fitness or break-room, having an application/link on computers so individuals could use Instant Recess on their own time, having Instant Recess flash on everyone’s computer at a given time, or having an alarm sound across the building so employees could participate at their desks simultaneously or step away from their work and participate together.

Supervisors commented that Instant Recess was a feasible way to offer worksite PA, more so than creating fitness rooms or regular fitness class programming, and would be easy to coordinate. Supervisors suggested introducing Instant Recess slowly, such as once per week, and only in certain departments at first so other departments would become curious. Supervisors thought it would be important to clearly state that Instant Recess is not mandatory and to request employee feedback often so employees would not feel that Instant Recess was being imposed upon them. Most supervisors felt that management would support Instant Recess as additional break time, and that having management participation would solidify this support to employees. Some supervisors felt that offering Instant Recess during meetings would encourage efficiency, but others felt it would place undue peer pressure to participate.

3.3 Anticipated barriers to implementing Instant Recess

Six of thirteen worksites identified barriers to regularly implementing Instant Recess. In public agencies, the biggest barrier to offering Instant Recess as non-break-time was the fear of outside scrutiny, as public entities are often accused of being inefficient with public money.

“That’s the one challenge with the public sector, there’s a public eye on you all the time.”

These supervisors felt that, if large, private businesses adopted and advertised Instant Recess, public entity management would support Instant Recess during non-break-time.

Another barrier was that some employees might feel uncomfortable being active in front of coworkers. There was also concern about how to establish Instant Recess on a regular basis. The need for approval by management, division heads and communications departments was mentioned, but employees felt that this approval was likely possible. The challenge of finding a room for Instant Recess was mentioned by three worksites. Table 4 presents the number of responses and additional quotes.

Table 4
Supervisor interview responses (n = 13)

Major Themes Sub-Themes (n = Times Mentioned) Quotes

Perceptions about Instant Recess Enjoyed (n = 13) “You know— everyone left Instant Recess very excited, the energy was good....I thought it was awesome. It is exactly what we need.”

A simple solution to worksite wellness (n = 10) “I think it’s a great idea to do it and I believe it will help, instead of going out for a cigarette break – come back here and do the exercise tape instead.”

Intangible benefits on habits (such as decreased urge to smoke or eat) (n = 10) “It’s pretty good for parents to bring home to their families.”

A low-cost option for worksite wellness (n = 11) “I liked the video, I thought It was pretty easy and just from that little bit I felt like I kind of got out of the slump I was in just sitting at my computer. The majority of us to sit at our computer, just sitting all the time.”

Felt comfortable doing Instant Recess (n = 10)

Good for getting up from desks (n = 12)

Ideas for implementing Instant Recess At a set time and place each day, or twice per day (n = 13) “I think too, that everyone’s schedule is so variable that I could see a morning break and like an afternoon break, doing it a couple times a day so that people who can’t to do it can pick one, or both!”

On a DVD in the on-site workout room (n = 4) “I was thinking like a 1:00 or 1:30 deal, because that’s when you really get your sleepies. That’s when the energy just tanks, right about now after lunch. And to get some blood circulation [would be very helpful].”

Flash on everyone’s computer simultaneously (n = 7)

Building-wide Instant Recess alarm (n = 1)

Anticipated barriers to implementing Instant Recess Management approval (n = 3) “It’s finding the people internally to do them. Even if you go through one session like this, how do you keep it going for 6-months?”

Internal champion, longevity (n = 2) “Here we’re public service and public fees, so people seek us out and if they see us taking time to go workout they would see it as ‘you’re not doing your jobs.”’

Space (n = 5)

Pressure on public employees (n = 3)

Major Themes	Sub-Themes (n = Times Mentioned)	Quotes
Perceptions about Instant Recess	Enjoyed (n = 13)	“You know— everyone left Instant Recess very excited, the energy was good....I thought it was awesome. It is exactly what we need.”
	A simple solution to worksite wellness (n = 10)	“I think it’s a great idea to do it and I believe it will help, instead of going out for a cigarette break – come back here and do the exercise tape instead.”
	Intangible benefits on habits (such as decreased urge to smoke or eat) (n = 10)	“It’s pretty good for parents to bring home to their families.”
	A low-cost option for worksite wellness (n = 11)	“I liked the video, I thought It was pretty easy and just from that little bit I felt like I kind of got out of the slump I was in just sitting at my computer. The majority of us to sit at our computer, just sitting all the time.”
	Felt comfortable doing Instant Recess (n = 10)
	Good for getting up from desks (n = 12)
Ideas for implementing Instant Recess	At a set time and place each day, or twice per day (n = 13)	“I think too, that everyone’s schedule is so variable that I could see a morning break and like an afternoon break, doing it a couple times a day so that people who can’t to do it can pick one, or both!”
	On a DVD in the on-site workout room (n = 4)	“I was thinking like a 1:00 or 1:30 deal, because that’s when you really get your sleepies. That’s when the energy just tanks, right about now after lunch. And to get some blood circulation [would be very helpful].”
	Flash on everyone’s computer simultaneously (n = 7)
	Building-wide Instant Recess alarm (n = 1)
Anticipated barriers to implementing Instant Recess	Management approval (n = 3)	“It’s finding the people internally to do them. Even if you go through one session like this, how do you keep it going for 6-months?”
	Internal champion, longevity (n = 2)	“Here we’re public service and public fees, so people seek us out and if they see us taking time to go workout they would see it as ‘you’re not doing your jobs.”’
	Space (n = 5)
	Pressure on public employees (n = 3)

4 Discussion

Quantitative and qualitative results of this paper showed strong interest in regularly implementing Instant Recess in a variety of worksites. Interviews with supervisors reaffirmed the need for PA breaks, both to disrupt prolonged sedentariness and to infuse much-needed energy and activity into the work environment. Supervisors mentioned the communal benefit of coming together to participate in Instant Recess, as many worksites have individuals working at their desks all day with little interaction with coworkers/colleagues.

Supervisors were surprised at the large number of participants despite minimal advertising, suggesting that baseline interest in worksite PA was high. The worksite with the fewest participants was large, with a well-established on-site fitness facility. The recruitment email advertising of this study was erroneously sent only to persons on the fitness facility’s email list. It is possible that the turnout from this list was so low because these individuals were already established in more rigorous exercise routines, and Instant Recess may appeal to a more sedentary population. This is consistent with previous research, finding that short bouts of exercise in the workplace were effective in engaging inactive individuals [25]. Future studies may be able to make a larger impact on increasing PA if targeting only inactive workers and not all employees. Individuals with established exercise routines can also benefit from exercise breaks during the work day, and could be encouraged to serve as role models or break leaders to engage them in Instant Recess breaks.

Employee survey results were mostly moderately to extremely positive. However, employees were less than moderately positive about leading Instant Recess, which suggests that most employees do not want to lead Instant Recess. Most Instant Recess breaks are available via DVD or online streaming and do not necessarily require on-site individuals to lead the break. This potentially addresses the issue of employee discomfort in leading Instant Recess. Most participants found Instant Recess to be enjoyable, were comfortable participating with coworkers, felt that Instant Recess improved their energy and would improve their productivity, and felt that including daily at a set time would be useful.

Interviews with supervisors attempted to capture specific ideas on how to regularly implement Instant Recess at worksites, as there is little literature on how to implement worksite PA from perspectives of people in managerial positions [26, 27]. Most worksites in this study, regardless of size or type, felt that the most effective way to offer daily Instant Recess was to offer it at the same time and location (conference or break-room). Supervisors felt this would allow employees to anticipate and plan around the regularly-scheduled Instant Recess, give employees a chance to leave their desk and interact with coworkers, and provide a comfortable place for participating.

Most supervisors felt that meetings were not a good place to offer Instant Recess, as agendas are very packed and due to the potential for peer-pressure and subsequent discomfort in participating in Instant Recess. Survey results showed that participants attend an average of 3.5 departmental meetings per month. Thus, meetings would not offer a regular opportunity for Instant Recess.

4.1 Strengths and limitations

A major strength of the present study is that it is the only study identified by the authors to assess PA breaks disseminated via video in the workplace setting, a mechanism which is low-cost and easy-to-implement. This study included worksites of various sizes, as well as a broad range of occupations and work sectors within a large, Midwest, metropolitan location.

Despite the inclusion of various worksite types, the results may not be generalizable due to selection bias (i.e., disproportionately recruiting worksites and employees who were interested in this activity). We did not assess opinions or collect data from non-participating worksites, or from non-participating Supervisors or employees within recruited worksites. A single exposure to Instant Recess is not sufficient to address many of the barriers to adoption and sustainability. It is possible that social desirability influenced responses. Although the surveys were anonymous, participants may have answered them more favorably because the primary investigator was present. While encouraged to be completely frank in providing feedback, supervisors might have answered interview questions asked by the primary investigator more favorably. Worksites were visited at different times of the year, including the holiday season when many employees were out of the office, and the end of the fiscal year, a particularly busy time. Some worksites were visited during non-busy times of year, so it is difficult to compare percentages of participants who participated between worksites. Recruitment was not the focus of this study, but should be a focus in future studies. Finally, there was no control group to account for secular trends.

This study is one of few to specifically assess responses to short PA breaks, disseminated via video, in the workplace. This is important, as videos can be readily disseminated and ensure consistent messaging. As previously noted, 10-minute bouts of PA have been shown to decrease waist circumference, blood pressure, and weight [28], as well as decrease appetite and the urge to smoke [29, 30]. Without knowing this literature, some supervisors thought that Instant Recess would have these benefits. Positive, organizational-level effects of short bouts of PA include improved cognitive (executive) functioning, increased speed of data entry, and decreased sick time and injuries [31], which could have beneficial effects on corporations’ bottom dollar. Other, less tangible effects include improved mood, self-esteem, self-efficacy, perceptions of health [18], and increased feelings of support in the work environment [32]. Other documented benefits consistent with our participants’ responses include increased energy levels and PA outside of the workplace[19, 25].

5 Conclusion

This study found that participants at a variety of worksites are interested in having 10-minute PA breaks routinely incorporated into the workday. Due to the prevalence of overweight and obesity, the many associated health consequences, and the detrimental effects of prolonged sitting [2, 3], new efforts are necessary to increase PA and decrease sedentariness. Worksites have important potential for involving many people, especially inactive individuals, in PA. Employees and employers stand to benefit from short PA breaks disseminated via video in the workplace.

Conflict of interest

None declared.

Funding

This work was not supported by any external funding. The first author conducted this work as part of her MPH degree requirements.

Footnotes

Acknowledgments

The authors would like to acknowledge Antronette (Toni) Yancey MD, MPH. She was the creator of Instant Recess® and instrumental in the completion of this study. We mourn the loss of a mentor and leader in the field. She had contagious passion for PA, health promotion, and the elimination of health disparities. She was an innovator in the field of preventive medicine, and her insight and leadership are missed.

References

2008 Physical Activity Guidelines for Americans. Washington, DC: United States Department of Health and Human Services; 2008.

Hamilton

, Hamilton

, Zderic

. Role of low energy expenditure and sitting in obesity, metabolic syndrome, type 2 diabetes, and cardiovascular disease. Diabetes. 2007;56(11):2655–67.

Pynt

, Mackey

, Higgs

. Kyphosed seated postures: Extendingconcepts of postural health beyond the office. J Occup Rehabil. 2008;18(1):35–45.

Dunstan

, Thorp

, Healy

. Prolonged sitting: Is it a distinct coronary heart disease risk factor? Curr Opin Cardiol 2011;26(5):412–9.

Le Petit

, Berthelot

. Obesity–a growing issue. Health Re. 2006;17(3):43–50.

CDC. QuickStats: Percentage of U. S. adults who met the federal physical actvity guidelines for aerobic and strengthening activity, by sex - National Health Interview Survey, 2000-2014. MMWR: Morbidity and Mortality Weekly Report. 2016;65(18):485.

, Charles

, Ma

, Andrew

, Fekedulegn

, Hartley

, et al. Prevalence and trends of leisure-time physical activity by occupation and industry in U. S. workers: The National Health Interview Survey 2004–2014. Annals of Epidemiology. 2016;26(10):685–92.

Mummery

, Schofield

, Steele

, Eakin

, Brown

. Occupational sitting time and overweight and obesity in Australian workers. Am J Prev Med. 2005;29(2):91–7.

Flegal

, Kruszon-Moran

, Carroll

, Fryar

, Ogden

. Trends in obesity among adults in the United States, 2005 to 2014. Jama. 2016;315(21):2284–91.

10.

Spieker

, Pyzocha

. Economic impact of obesity. Prim Care. 2016;43(1):83–95.

11.

Lassen

, Hansen

, Trolle

. Comparison of buffet and a la carte serving at worksite canteens on nutrient intake and fruit and vegetable consumption. Public Health Nutr. 2007;10(3):292–7.

12.

Barr-Anderson

, AuYoung

, Whitt-Glover

, Glenn

, Yancey

. Integration of short bouts of physical activity into organizational routine a systematic review of the literature. Am J Prev Med. 2011;40(1):76–93.

13.

Das

, Mailey

, Murray

, Phillips

, Torres

, King

. From sedentary to active: Shifting the movement paradigm in workplaces. Work. 2016;54(2):481–7.

14.

Pedersen

, Cooley

, Mainsbridge

. An e-health intervention designed to increase workday energy expenditure by reducing prolonged occupational sitting habits. Work. 2014;49(2):289–95.

15.

Taylor

. Transforming work breaks to promote health. Am J Prev Med. 2005;29(5):461–5.

16.

Taylor

, King

, Shegog

, Paxton

, Evans-Hudnall

, Rempel

, et al. Booster breaks in the workplace: Participants’ perspectives on health-promoting work breaks. Health Education Research. 2013;28(3):414–25.

17.

Pronk

, Kottke

. Physical activity promotion as a strategic coporate priority to improve worker health and business performance. Prev Med. 2009;49(4):316–21.

18.

Pronk

, Pronk

, Sisco

, Ingalls

, Ochoa

. Impact of a daily 10-minute strength and flexibility program in a manufacturing plant. Am J Health Promot. 1995;9(3):175–8.

19.

Yancey

, Lewis

, Guinyard

, Sloane

, Nascimento

, Galloway-Gilliam

, et al. Putting promotion into practice: The African Americans building a legacy of health organizational wellness program. Health Promot Pract. 2006;7(3 Suppl): 233S–46S.

20.

Donnelly

, Greene

, Gibson

, Smith

, Washburn

, Sullivan

, et al. Physical Activity Across the Curriculum (PAAC): A randomized controlled trial to promote physical activity and diminish overweight and obesity in elementary school children. Prev Med. 2009;49(4):336–41.

21.

Yancey

. Building a Fit Nation – 10 Minutes at a Time. Berkeley, CA: University of California Press; 2010.

22.

Whitt-Glover

, Ham

, Yancey

. Instant Recess: A practical tool for increasing physical activity during the school day. Prog Community Health Partnersh. 2011;5(3):289–97.

23.

Alhassan

, Nwaokelemeh

, Mendoza

, Shitole

, Whitt-Glover

, Yancey

. Design and baseline characteristics of the Short bouTs of Exercise for Preschoolers (STEP) study. Bio Med Central Public Health. 2012;12:582.

24.

Creswell

, Clark

VLP

. Designing and conducting mixed Methods research. 2nd Edition ed. Thousand Oaks, CA: SAGE Publications, Inc; 2011.

25.

Dishman

, DeJoy

, Wilson

, Vandenberg

. Move to Improve: A randomized workplace trial to increase physical activity. Am J Public Health. 2009;36(2):133–41.

26.

Della

, DeJoy

, Goetzel

, Ozminkowski

, Wilson

. Assessing management support for worksite health promotion:Psychometric analysis of the leading by example (LBE) instrument. Am J Health Promot. 2008;22(5):359–67.

27.

Middlestadt

, Sheats

, Geshnizjani

, Sullivan

, Arvin

. Factors associated with participation in work-site wellness programs: Implications for increasing willingness among rural service employees. Health Educ Behav. 2011;38(5):502–9.

28.

Lara

, Yancey

, Tapia-Conye

, Flores

, Kuri-Morales

, Mistry

, et al. Pausa para tu salud: Reduction of weight and waistlines by integrating exercise breaks into workplace organizational routine. Prev Chronic Dis. 2008;5(1):A12.

29.

Daniel

, Cropley

, Fife-Schaw

. Acute exercise effects on smoking withdrawal symptoms and desire to smoke are not related to expectation. Psychopharmacology. 2007;195(1):125–9.

30.

Westerterp-Plantenga

, Verwegen

, Ijedema

, Wijckmans

, Saris

. Acute effects of exercise or sauna on appetite in obese and nonobese men. Physiol Behav. 1997;62(6):1345–54.

31.

Balci

, Aghazadeh

. The effect of work-rest schedules and type of task on the discomfort and performance of VDT users. Ergonomics. 2003;46(4):455–65.

32.

Crawford

, Cleland

, Timperio

, Salmon

, Andrianopoulos

, Roberts

, et al. The longitudinal influence of home and neighbourhood environments on children’s body mass index and physical activity over 5 years: The CLAN study. Int J Obes (Lond). 2010;30:30.