Table A1.

Descriptions of Consolidated Framework for Implementation Research (CFIR) Domains and Constructs Applied to Total Worker Health.

Domain Primary Contextual Factors That Influence Implementation Effectiveness	Constructs Meta-Theoretical Factors That Help to Explicate Implementation	Application to Study
Intervention Characteristics	Intervention Source	Perception by key implementation leaders that the intervention (TWH HoC or TWH-related approach) was internally or externally developed. Relates to awareness of TWH.
	Evidence Strength & Quality	Perceptions of implementers of the efficacy of TWH-related interventions on improved worker safety and health outcomes and organizational outcomes.
	Relative Advantage	The alternative is not applying an integrated TWH approach or TWH HoC. This may vary according to OSH issue and/or organization.
	Adaptability	TWH HoC or TWH-related approach can be adapted or refined to meet the safety, health and well-being needs of workers and the organizational priorities.
	Trialability	The ability of the TWH HoC or TWH-related approach to be piloted or de-implemented if warranted.
	Complexity	Perceived difficulty of implementing TWH HoC by the key implementation leaders. Interview Question
	Design Quality and Packaging	Perceived excellence by key implementation leaders in how the TWH HoC or TWH-related approach is packaged.
	Costs	Costs associated with implementing the TWH Hoc or TWH-related approaches in the organization including investment, supply, and opportunity costs.
Outer Setting	Worker Community Needs & Resources	The extent to which worker’s community and family’s needs, as well as barriers and facilitators to meet those needs, are accurately known and prioritized for the organization.
	Cosmopolitanism	The degree to which the organizations are networked with other external organizations
	Peer Pressure	Competitive pressure to implement TWH HoC or TWH-related approaches because most other key peer organizations have already implemented/competitive edge.
	External Policy & Incentives	Other national recommendations, policies, or reporting benchmarks that address the safety, health, and well-being of workers (i.e., OSH VPP program)
Inner Setting	Structural Characteristics	The social architecture, age, maturity, and size of an organization. Part of the demographic characteristics collected in the sampling
	Networks & Communication	The nature and quality of webs of social networks and the nature and quality of formal and informal communications within an organization. This relates to the interactions and integration among different organizational units responsible for the safety, health, and well-being of its workforce.
	Culture	Norms, values, and basic assumptions of a given organization—especially in relation to the worker safety and health culture.
	Implementation Climate	The absorptive capacity for change, shared receptivity of involved individuals to TWH-related interventions or the TWH HoC, and the extent to which use of TWH-related approaches will be rewarded, supported, and expected within their organization.
	Tension for Change	The degree to which the key implementers believe the current situation as intolerable or in need of change.
	Compatibility	The degree of tangible fit between meaning and values attached to the TWH HoC or TWH related approaches by key implementers, how those align with individuals’ own norms, values, and perceived risks and needs, and how the TWH HoC or TWH-related approaches fits with existing workflows and systems
	Relative Priority	Key implementers shared perception of the importance of the TWH HoC or TWH-related approach within the organization.
	Organizational Incentives & Rewards	Extrinsic incentives such as goal-sharing awards, performance reviews, promotions, and raises in salary, and less tangible incentives such as increased stature or respect.
	Goals and Feedback	The degree to which goals are clearly communicated, acted upon, and fed back to staff, and alignment of that feedback with goals.
	Learning Climate	A climate in which: (a) leaders express their own fallibility and need for team members’ assistance and input; (b) team members feel that they are essential, valued, and knowledgeable partners in the change process; (c) individuals feel psychologically safe to try new methods; and (d) there is sufficient time and space for reflective thinking and evaluation.
	Readiness for Implementation	Tangible and immediate indicators of organizational commitment to its decision to implement the TWH HoC or TWH-related approach.
	Leadership Engagement	Commitment, involvement, and accountability of leaders and managers with the implementation.
	Available Resources	The level of resources dedicated for implementation and on-going operations, including money, training, education, physical space, and time.
	Access to Knowledge Information	Ease of access to digestible information and knowledge about the TWH HoC or TWH-relate intervention and how to incorporate it into work tasks.
Characteristics of Individuals	Knowledge & Beliefs about Intervention	Key implementation leader’s attitude toward and valued placed on the TWH HoC, as well as familiarity with facts, truths and principles related to the intervention.
	Self-efficacy	Key implementers belief in their own capability to execute course of action (i.e., TWH HoC) to achieve implementation goals (i.e., improved worker safety, health and well-being and organizational outcomes).
	Individual Stage of Change	Key implementer’s characterization of the phase they are in the implementation of the HoC or TWH-related intervention.
	Individual Identification with Organization	Describes how the key implementers perceive the organization and their relationship and degree commitment with that organization.
	Other Personal Attributes	Personal traits of the key implementer (i.e., competence, capacity, motivation, values, tolerance of ambiguity)
Implementation Process	Planning	The degree and quality to which the organization has developed an approach to implement the TWH HoC or related intervention
	Engaging	The degree to which the organization has appointed people to lead the implementation of the TWH HoC or related approach and use a combined strategy to implement in the organization (i.e., social marketing, training, role modeling, education).
	Opinion Leaders	Individuals who have formal or informal influence on the attitudes and beliefs of their colleagues with respect to implementing the TWH HoC or TWH-related intervention
	Formally Appointed Opinion Leaders	Individuals from within the organization who have been formally appointed with responsibility for implementing an intervention as coordinator, project manager, team leader, or another similar role.
	Champions	Individuals who dedicate themselves to supporting, marketing, and driving through an implementation.
	External Change Agents	Individuals who are affiliated with an outside entity who formally influence or facilitate intervention decisions in a desirable direction
	Executing	The degree to which the organization’s TWH-related intervention was carried out according to plan.
	Reflecting and Evaluating	Feedback (qualitative and quantitative) about the progress, experience, and quality of implementing the TWH HoC or TWH-related approach. This relates to an interview question.