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Despite the growing popularity of employee fitness programs, sound scientific data relative to their effects have been sparse ( Heinzelman and Bagley 1970; Bjurstrom and Alexiou 1978; Howard and Mikalachki 1979; Fielding 1979; Jetté 1980; Koerner 1973; Laporte 1966; Ryan 1980; Yarvote et al. 1974). Furthermore, the nature of employee fitness programs has been such that the results of most studies have been based on uncontrolled research. In general most employee fitness research lacks sound control populations and is predominantly cross-sectional in nature, leaving the question of self-selection conspicuously unaddressed. Correspondingly, many reports that testify to the benefits of employee fitness programs have been limited to managerial journals and physical fitness magazines intended for the lay population ( Pyle 1979a, 1979b; Garry 1980; Megalli 1978; Lauzon 1982; Cox 1984; Oldridge 1984; Berkanovic 1976). Howard and Mikalachki ( 1979) have suggested that the lack of objective data stems from data restriction policies of specific organizations, the lack of necessary program evaluation because of the company's inherent faith in the probable benefits of a physical activity program, and the lack of expertise in the design of program evaluations. Moreover, even though employee fitness programs have been effective in improving fitness levels ( Shephard and Cox 1982), little scientific evidence suggests that these programs have had a direct or specific benefit on employee health or in the workplace.
Nevertheless, based on the limited success of other programs directed at altering lifestyle behavior ( Cohen and Cohen 1978; Somers 1974; U.S. Senate 1975), it has been postulated that a combination of methods could be used to broach the question of injudicious lifestyles ( Haggerty 1977). Of the methods suggested, changing the occupational environment is an attractive approach; the advantages include large population numbers in a relatively concentrated and accessible area, required attendance at the worksite, possible impact over a wide range of socioeconomic and education levels, an already established employee communication network, reinforcement of positive changes in behavior through company incentives, ability to cooperate with other programs, such as providing nutritional management in conjunction with the company cafeteria, the possibility of making company time available for lifestyle awareness programs, and in most cases, a convenient and cost effective environment to conduct employee fitness and lifestyle programs.
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