Effectiveness and implementation of a virtual versus in-person walking program among employees on physical activity, fitness, and cognition

Abstract

Low-cost, effective interventions are needed to improve the health and productivity of employees. The purpose of this study was to determine the acceptability, feasibility, and preliminary effects of in-person and virtual walking group interventions on physical activity, physical fitness, and cognitive performance of employees at a large university. Methods. University faculty and staff participated in this quasi-experimental study. The intervention provided social support to encourage walking 30 min, 5 days per week for 4 weeks. The in-person group walked together on campus while the virtual group wore a wearable fitness tracker and communicated through a group social messaging app. Implementation fidelity and acceptability was assessed through attendance, detailed records, focus groups and interviews. Primary outcomes included accelerometer-measured physical activity; secondary outcomes included cardiorespiratory fitness, muscular strength and endurance, flexibility; and work-related outcomes of job satisfaction and cognitive performance. There was a significant group-by-time interaction for physical activity (total MET min/week, p = .0498; accelerometer steps/day, p = .036) with a greater increase in the virtual group compared to the in-person group. Both groups had improvements in body mass (p = .023), cardiorespiratory fitness (p = .037), muscular endurance (p = .045), and cognitive performance accuracy (p < .001). Small improvements in fitness resulted in both groups following four weeks of walking and both groups were feasible and acceptable methods to provide social support for physical activity to a convenience sample of university employees. Future research should assess long-term effects of virtual or in-person walking groups for health and wellness among university employees.