The herewith proposed study may lead to three novel models: First, the pyramid model exemplifies ways to overcome reluctance to invest in corporate wellness programs by achieving high participation rates while constantly reinforcing financial validity, and integration in the overall cultural development of a company.
Second, the utilization of corporate wellness is largely based on the assumption that is has to integrate possibilities to change and adapt behavior in order to promote an active lifestyle. The applicant claims that personal counseling, on-site seminars and interactive workshops support changing an individual’s self-image and his perception about the likely benefit of participating in corporate wellness. Further, scaled possibilities ranging from personal training to group exercises to long-term programs will account for several needs regarding time, motivation, and objectives. Finally, it is suggested that there are links between educating and participating; for example, personal counseling might lead an employee to have interest in participating in personal training as a first step creating a more positive self-image.
Third, a corporate wellness program, in particular if constructed around an event, can provide a social anchor to a company’s core values. It further, might create social capital, by allowing different groups within an enterprise to interact, build relationships, and share means and values. It is assumed that within a corporation, and not exclusively across different departments, a variety of groups are prevalent, which should be integrated (anchored) to optimize identification with a company’s goals, strategy, vision, and culture.
Finally, while conducting the research for this proposal, the applicant conducted studies to better understand extreme sport participation, which led him to define three categorize (i.e. identifier, socializer, challenger). Each group attaches different meanings and motivations to their involvement in extreme sports, yet it appeared that an individual moves upwards through those classifications over time (i.e. further identifies himself with the ethos of the event).
It is herewith argued that those groups are not distinctive to extreme sport, and rather can be found within corporations as well (cf. table 1). As a matter of fact, and because those categories can be identified in sport and business, this paper concludes that corporate wellness will support moving employees up the latter, to identify themselves with the corporation and what it is about.
|Challenger||Enjoys the challenge and/or the activity, which is his sole motivation to participate.||Enjoys the work and the challenges it provides, which motivates the employee.|
|Socializer||Enjoys the social environment of the event, the bonding and team challenge. The category is not mutually exclusive and might include the challenger motivation.||Likes his co-workers and working in a team, doesn’t identify himself necessarily with company values or the work itself, though the latter might be a by-product.|
|Identifier||Identifies himself with the theme of the event, the narratives, the ethos. Possibly includes motivations of the other two categories, though not necessarily.||Identifies himself with company values, the product, the service. Most loyal type of employee. Likely to like his work and co-workers as well.|
Table 1: Comparison of participation motives in X-Sport and in the workplace