Awareness and use of a university recreational trail

The purpose of this study was to assess awareness and use of a university recreational trail. The authors used an Internet questionnaire developed by the university's Institutional Research Department, with questions derived from the Environmental Supports for Physical Activity Questionnaire and the National College Health Risk Behavior Survey Physical Activity Module. Four hundred and sixty-seven undergraduate college students participated. Ninety-one percent of students reported being aware of the trail, and 73% reported using the trail. Sixty-four percent of students reported seeing signage referring to the recreational trail. Sixty-seven percent of the students reported using the trail once in the past week, 7% reported using the trail twice in the past week, and only 2% of the students reported using the trail more than 3 times in the past week. Sixty-two percent reported using the trail with another individual. Students who were aware of the trail were more likely to use the trail. However, of the individuals who used the trail, the majority only used the trail 1 day a week. University programming is needed to increase trail usage among college students.     

Formative evaluation of a motivational intervention for increasing physical activity in underserved youth

The present study was designed to develop an innovative motivational intervention (based on Self-Determination Theory and Social Cognitive Theory) to increase physical activity (PA) in underserved adolescents. Sixty-four adolescents (35 females, 29 males; 50% minority; 65% on reduced lunch program; ages 11-13 yr) participated in either an 8-week motivational intervention after-school (n = 32) or a typical after-school program (n = 32). The conceptual framework for the intervention targeted the social environment (perceived autonomy, perceived social support, participation, fun), cognitive mediators (perceived choice, self-efficacy, and relatedness/belongingness), and motivational orientation (intrinsic motivation, commitment, positive self-concept). Formative evaluation data was collected by staff through daily forms throughout the 8-week program and through observational data completed by independent objective observers during 2 weeks of the program. The major themes that were identified addressed theoretical concepts regarding the intervention and logistical issues in delivering the intervention. The data revealed information regarding the importance of the cognitive appropriateness of the PA and motivational activities, the environmental climate for promoting nurturing relationships, developing specific strategies for increasing intrinsic rather than extrinsic reinforcement, and developing methods for preventing social "cliques" and gender conflicts to maintain an appropriate level of support in the social climate. Themes for training staff included focusing on team building, leadership, and nurturing. This formative evaluation is being used to formalize a randomized trial to test the effects of a student-centered motivational intervention on increasing PA in underserved 6th graders.     

An Empirical Investigation of the Malcolm Baldrige National Quality Award Causal Model

The objective of this research is to test the theory and causal performance linkages implied by the Malcolm Baldrige National Quality Award (MBNQA). The survey instrument used a comprehensive set of 101 questions that were directly tied to specific criteria in the 1995 MBNQA Criteria. Results reported here represent the first published article that tests the MBNQA performance relationships and causal model using comprehensive measurement and structural models. In general, our research concludes that (1) The underlying theory of the MBNQA is supported that “leadership drives the system that causes results”; (2) Leadership is the most important driver of system performance; (3) Leadership has no direct effect on Financial Results but must influence overall performance “through the system”; (4) Information and Analysis is statistically the second most important Baldrige category; (5) the Baldrige category, Process Management, is twice as important when predicting customer satisfaction as when predicting financial results; and (6) a modified “within system” set of five Baldrige causal relationships is a good predictor of organizational performance.