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How much do health promotion coordinators make? 

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The paper argues that health promotion services do not fit easily into the purchaser provider divide and that they have experienced considerable organisational change and uncer- tainty.
Results suggest that health promotion programs do not significantly impact job satisfaction.
They should be working with primary health care teams in a health facilitation and health promotion role.
Moreover, results suggest interventions for job related health promotion measures to improve the clinicians' working conditions, their quality of care and their patients' health.
The study provides a first indication of the potential benefits of health promotion programming to Australian employees in improving health and to the corporation in minimizing health-related productivity loss.
The findings suggest that the organization’s health norms and self-assessed health are associated with the worker’s motivation to become involved with health promotion interventions.
Potentially, empowerment has much to offer health promotion.
Research literature and analysis of this study demonstrate that whilst the current position of health promotion in hospital is generally poor, nurses are keen to integrate health promotion into their practice.
The career choices and motivations of health promotion managers shed some light on the future of the `specialist health promotion' workforce and how this may be structured.
This mechanism has the potential to do what seems intuitively impossible: drive participation in workplace health promotion programs to nearly 100%, and fund the full cost of a comprehensive health promotion program at no additional cost to the employers or employees as a group.
In addition, we offer strategies for improving health promotion program evaluation and we identify collaboration of a range of stakeholders as a critical enabler for improved program evaluation. SummaryEvaluation of health promotion programs does occur and resources for how to conduct evaluation are readily available to practitioners.
The results suggest the health promotion model is potentially useful for explaining the occurrence of health-promotive behaviors among blue-collar workers.
Workplace health promotion programs founded on objective health metrics can motivate employee health-risk reduction.
Findings suggest that the nurses interviewed were working with very wide perceptions of health promotion which included the more radical aspects of health promotion such as negotiation, collaboration and empowerment.
The findings substantially strengthen the conclusions of other controlled studies that work-site health promotion reduces health care costs.
However, their knowledge of, and commitment to, health promotion is encouraging.
Health promotion programs that reduce these risks may be beneficial for employers in controlling health care costs.
Our study showed that most primary care units have in place health promotion programs.
Promotion techniques are widely and deeply integrated in everyday routine of health care professionals.
Health promotion programs are associated with lower levels of absenteeism and health care costs, and fitness programs are associated with reduced health care costs.
The results demonstrate that health promotion specialists are extremely active in both the initiation and management of collaborative initiatives, with 98 per cent of health promotion units having alliances in place with the education sector.
The findings indicate that persons enrolled in staff-model health maintenance organizations are much more likely to be offered health promotion programs by their plan or physician compared with persons enrolled in independent practice association-model health maintenance organizations and indemnity plans.
The most health-promoting and cost-avoiding workplaces foster high control, high reward conditions and support employees with employee assistance and health promotion programs.