Higher Employee Satisfaction Research Articles

Modern OR management in tertiary care hospitals

Institutional operating room (OR) management is an established and indispensable component of organizational structures in most hospitals, independent of the level of care. In this role, OR management needs to consider both the high fixed costs of operation areas and the increased relevancy of generated revenue. Therefore, in the day to day operations, OR management strives to ensure reliable and safe patient care amidst efficient use of resources and high patient and employee satisfaction. Given these aims, proven strategies, such as constituting processes and responsibilities by OR statutes or tracking key figures and indicators of the OR, must be continuously supplemented and improved upon by OR management. In the future, OR management can derive innovative methods from adaptable capacity management, agile forms of collaboration, integrating upstream and downstream segments into OR management general process organization, and harnessing the potentials of artificial intelligence. Innovation in the face of these and other challenges contributes to improving long-term interdisciplinary and interprofessional collaboration in the OR and with the numerous adjacent teams.

Impact of Management Systems and Motivational Factors on Employee Satisfaction in the Health Sector: A Study on Rangpur City Corporation Area

This study sheds light on the relationship between Employee management and motivation (EMM) practices with employee satisfaction. The study's objective is to analyze the implementation of employee management practices, motivational factors in healthcare centers, and its impact on employees' perception, which leads to satisfaction or dissatisfaction. Employee Management includes workforce planning, induction compensation management, and employee motivation. The study focuses on employee motivation. It is the most critical factor for increased commitment, productivity, and involvement of employees in their job. Motivational factors include training and development, performance appraisal, promotion, etc. In addition, the study observed that those hospitals following systematically and scientifically EMM practices create high employee satisfaction levels. As a result, these employees are more committed to better performance.

“Why couldn’t we do this more often?”: exploring the feasibility of virtual and distributed work in product design engineering

Lower costs and higher employee satisfaction are some of the benefits driving organizations to adopt dispersed and virtual working arrangements. Despite these advantages, product design engineering teams—those who develop physical products—have not widely adopted this working style due to perceived critical dependence on physical facilities and the belief that it is ineffective to communicate technical details virtually. This paper uses the mass shift in working conditions caused by the COVID-19 pandemic to explore the feasibility of virtual and distributed work in product design engineering. We conducted 20 semi-structured interviews with product design engineers working virtually to uncover current challenges of, and the beginning of promising strategies for, effective virtual engineering work. We categorize and analyze Tangible Design activities, Intangible Design activities, and Communication and Project Management activities throughout the product design process. Contrary to present opinions, we found that much of a product design engineer's work is realizable in a virtual and distributed setting. However, there are still many challenges, especially when attempting Tangible Design activities—those that require physical products and tools—from home. These challenges, missing from existing virtual product design engineering literature, include but are not limited to individuals’ lessened sense of accountability, fewer de-risking opportunities before product sign-off, and limited supervision of production staff. Product design engineers described novel strategies that emerged organically to mitigate these challenges, such as creating digital alternatives for engineering reviews and sign-offs and leveraging rapid prototyping. Recent advances in technology, an increased commitment to reducing environmental impact, and better work-life balance expectations from new generations of workers will only push society faster towards a distributed working model. Thus, it is critical that we use this opportunity to understand the existing challenges for distributed product design engineers, so that organizations can best prepare and become resilient to future shocks.

Job Satisfaction of Public and Private Healthcare Centers in Rangpur City Corporation Area: A Comparative Study

This study compares public and private hospital employees' job satisfaction. The study's objective is a comparative analysis of employee job satisfaction in public and private healthcare centers concerning employee management systems and motivational factors. Respondents have been selected from the public and private healthcare centers of Rangpur City Corporation. The study observed that the views of public and private healthcare employees are volatile in many ways. It's also observed that private hospitals follow systematically and scientifically EMM practices, creating high employee satisfaction levels. In addition, public healthcare workers are more satisfied with the terms and conditions of their workplace than private health workers.

Analysis of the influence of intergenerational differences on cross-generational cooperation among nurses

Abstract Introduction. The professional group of nurses is characterized by generational diversity. Representatives of different age groups have similar attitudes and values shaped by the socio-cultural environment. Understanding the differences between generations and building multi-generational teams help in providing nursing services of the highest level. Aim. The aim of the study was to analyze the influence of generational differences on intergenerational cooperation among nurses. Material and methods. A non-systematic review and analysis of published articles both in Polish and English. Discussion. Each generation has its own values and beliefs. Therefore, behavior and nursing practice may differ among generations. There are many challenges in multi-generational work environments, e.g. team communication, conflicts, work-life balance, and the ability to learn from colleagues with regards to everyday nursing practice and the use of technology. The main intergenerational differentiation can be seen in attitudes to work and professional development, communication, leadership and management. Summary. Managing a team should involve identification of the employees’ strengths, while addressing their weaknesses in certain skills. The support of mentors and development opportunities are crucial aspects of work for nurses at the beginning of their career. The effectiveness of team communication can be increased by encouraging open communication with respect for members of each generation. Promoting the exchange of knowledge and work experience in daily nursing practice will help each generation achieve its full potential, which will, in turn, enable the provision of both high quality patient care and employee satisfaction.

Leadership and Culture in Ghana’s Tourism and Hospitality Industry: The Impact of Transformational Leadership on Job Satisfaction in an Emerging Economy

The purpose of this study is to assess the relationship between leadership style, organizational culture, and employee job satisfaction. We specifically examine business leaders in Ghana to explain some of the region’s characteristics regarding its emerging economy and business environment. This study seeks to illustrate a significant relationship between organizational culture and organizational performance within the tourism and hospitality industry in Ghana. Managing job satisfaction within an organization is essential to firm performance. Maintaining high employee satisfaction is also critical to retaining skilled employees and keeping the turnover rate at a minimum. One of the ways that are effective in helping managers increase satisfaction among their followers is employing the right leadership style and culture. We surveyed 102 small business owners and managers in Ghana’s tourism and hospitality industry. After examining the data collected from the survey instruments, we have a better understanding of whether there is a noteworthy relationship between leadership style and culture as it relates to job satisfaction in the business environments of West African small businesses.

Faster, Better, Happier – Internal Crowd Work as Form of Structural Empowerment for Employee Empowerment and Success

ICW is gaining increasing importance as an innovative concept of digital work organization. This study examines ICW and its role as a structural empowerment tool driving the psychological empowerment of employees. This is done by means of a case study on a telecommunications company that has been successfully using ICW for more than ten years. Using a mixed-method approach, a model for an in-depth understanding of empowerment in ICW is exploratively developed based on qualitative data. Furthermore, organizational enablers in ICW are identified as important prerequisites and success factors. Additionally, the study shows how ICW as structural empowerment promotes psychological empowerment and can lead to higher speed, increased synergies, and higher employee satisfaction. A quantitative deep-dive provides additional figures on the structural empowerment mechanisms in ICW as well as on employee perceptions.

Allostasis and organizational excellence

Organizational excellence is critical towards the development of organizations and, considering organizations’ role in the modern world, for societies’ economic and social development. The ability of organizations to adapt and adjust to the contingencies of the change and recover the stability of organizational systems through organizations’ own dynamic process is known as allostasis. This research focuses on the relationship between allostasis and organizational excellence. Based on a sample of 205 firms from Portugal and Spain, and resorting to fuzzy-set QCA (fsQCA), this research reveals that there are different combinations (equifinality) of conditions inherent to allostasis (adaptive capacity, feedback capacity, stigmergy capacity and integration intensity) leading to sustainable high outcomes (employee satisfaction, stakeholder satisfaction and organizational performance, jointly selected as proxies for organizational excellence). The analysis also shows that organizations that match those combinations simultaneously achieve high employee satisfaction, stakeholder satisfaction and organizational performance (multifinality), which is aligned with the premises of organizational excellence. Finally, the results reveal that in the different contexts (countries) analyzed, the combinations leading to high outcomes differ, thus supporting the idea that the ability to adapt and adjust that characterizes allostasis is critical towards organizational excellence.

Measuring Motivating Potential Score of Diversified Academic Staffs of the Government Primary Schools in Bangladesh

Job Characteristics Model of Hackman and Oldham is an established tool that helps calculate the Motivating Potential Score (MPS) used in understanding the extent to which employees are motivated in their workplace from different perspectives. High MPS indicates positive work outcomes like high motivation, high employee satisfaction, high performance, low absenteeism, low turnover, etc. In human resource management, a motivating potential score (MPS) is used to track the perceived mental state of the workforce towards their jobs. Understanding this score is vital for both HR and line managers in decision-making. So it has become a part of regular action research by business professionals. This study measures the MPS of government primary school teachers while considering different dimensions of workforce diversity like- academic qualification, educational background, level of experience, gender. The established formula for calculating MPS has been used here. A total of 100 school teachers working in different state-run primary schools of Bangladesh have been considered as respondents of this study. The study finds an overall MPS of 69.78 out of a maximum possible score of 125. However, the study does not show any significant change in MPS due to the presence of workforce diversity. Rather, it shows a moderate level of MPS for all. Policy makers and government officials working for workforce improvement of the primary schools can use these findings to take further steps, though a moderate score may indicate that they have already done a lot to develop the index. Similar studies considering a better sample size might provide better insights and help in decision-making. Moreover, since ensuring quality education is one of the pillars of Sustainable Development Goals (SDGs) adopted by the United Nations, this research is expected to be a good contribution in this regard as the ultimate intention of the study is related to ensuring quality education through skilled, motivated, engaged, and dedicated teachers.

Teaching, research or balanced? An exploration of the experiences of biomedical scientists working in UK medical schools.

Driven by demand for high standards in university education, efforts have been made in the UK to address the perceived imbalance between teaching and research. However, teaching is still perceived by many as having less credibility and is attributed less importance. The purpose of our research was to explore how distinct types of academic job profiles (‘research’ or ‘education’ focused, or ‘balanced’) impact on biomedical scientists' perceptions of the lecturer role. Specifically, we investigated the experiences of biomedical scientists in ‘post‐1990’ medical schools, which are known for their commitment to excellence in both research and education. We conducted 22 face‐to‐face, semi‐structured interviews with biomedical scientists in five schools. Focusing on experiences of work, the interviews covered: ‘motivations’, ‘role expectations’, ‘teaching’, ‘research’ and ‘career’. The recorded qualitative data were transcribed and then analysed thematically. Our results, offering an insight into the working lives of biomedical scientists in medical education, suggest that in settings with a dual emphasis on education and research, individuals on ‘balanced’ contracts can experience a strong pull between research and teaching. In addition to posing significant challenges with respect to workload management, this can impact profoundly on professional identity. In contrast to the balanced role, ‘research’ or ‘education’ focused roles appear to have clearer requirements, leading to higher employee satisfaction. We conclude that to assist the educational mission of Higher Education, attention should be paid to balanced contracts, to (a) ensure employee support, (b) mitigate against negative perceptions of teaching, and ultimately, (c) guard against staff attrition.

Internal communication satisfaction and employee engagement as determinants of the employer brand

PurposeThis study aims to contribute to the understanding of internal communication and its connections to engagement and employer brands. The authors wanted to test the relationship between the three variables and explore if employees' perception of employer brands is affected by internal communication satisfaction and engagement. Creating a desirable employer brand can have significant benefits for organizations, such as higher employee satisfaction, employee engagement and retention. It is crucial to have a clear grasp of how the determinants of these relationships affect each other.Design/methodology/approachA total of 1,805 employees participated in a large communication survey that measured internal communication satisfaction, employee engagement and perception of employer brand (operationalized as employer attractiveness). To test the relationship between variables, the authors used multiple regression analysis.FindingsThe results show internal communication satisfaction and employee engagement as significant predictors of employer brand. All of the internal communication satisfaction dimensions and two out of three employee engagement dimensions have been identified as determinants of at least two employer attractiveness dimensions.Research limitations/implicationsLimitations include using a cross-sectional dataset, which reduces the possibility of determining causality, using self-reports and a common source bias.Originality/valueThe authors added to the body of knowledge by analyzing the effects of workplace attitudes on attitudes toward the organization. The authors found that both internal communication satisfaction and employee engagement significantly shape the perception of employer brands.

Past, present and no future—survivors’ perceptions of organizational decline

This article investigates the work attitudes of survivors during the ongoing decline of a firm with no prospect of recovery due to external causes. Data from a German firm is used as a case study. In particular, we explore whether transparency is a tool for keeping and regaining trust while decreasing stress and, hence, leads to high and stable employee satisfaction even during adverse times. Analyzing data from both an employee attitude survey and an executive attitude survey with over 25,000 and 1,700 initial responses, we run multiple mediation models and find that transparency is a tool for keeping and regaining trust while decreasing stress and, hence, is associated with increasing satisfaction during a decline. Thus, for both employees and their executives, high levels of transparency and trust seem to be effective in mitigating the negative effects of downsizing. We discuss the results with regard to potential declines in several key industries.

A Resilience Perspective on Quality Jobs and Performance for Purpose-Driven Companies in the US

Investing in employment quality can be beneficial for employees, corporate performance, and investor returns. We use a resilience-based quality jobs framework to assess employment quality for companies included in B Lab’s B Impact Assessment (BIA) database. The SVEF framework includes four dimensions of employment quality: Security, Viability, Equity and Flexibility. Security is the dependability of a continued job. Viability refers to a company’s reputation and how it relates to its community. Equity refers to fairness, diversity and inclusion. Flexibility is freedom of choice, degree of options, and potential mobility. Indices for Security, Viability, Equity and Flexibility were created for 4,847 assessments, which represent 3,934 companies, to provide relative scores along these dimensions of quality jobs for the period 2015-2020. There was significant variation in scores among these companies and also between industries. Regression modeling was used to better understand the relationship between quality jobs and company outcomes. Companies were classified as having high, low and no job growth according to their assessment responses. An ordinal regression model suggested that a 1-point increase in the average SVEF score is associated with a statistically significant 2.7% increase in the odds of being in a higher job growth group. Similarly, logistic regression models indicated that higher SVEF scores were associated with lower job attrition rates, higher employee satisfaction and higher employee ownership.

The Influence of Employee Empowerment on Competitive Advantage in Hospitals within Nairobi, Kenya.

Background:The study examined the influence of implementation of employee empowerment on competitive advantage in hospitals within Nairobi. The study looked at the following aspects of employee empowerment; competence, teamwork, motivation, reward and recognition. Employee empowerment is derived from the Total Quality Management (TQM) principles bringing forth competitive advantage that results from high customer satisfaction levels, employee satisfaction and operations efficiency.Methods:A descriptive correlational research design that applied positivism philosophy. Data was collected from both private and public hospitals within Nairobi targeting patients who were admitted in these hospitals for more than three days during the study period and senior employees of the respective hospitals. There were 308 participants, 154 hospital employees and 154 patients from 31 hospitals within Nairobi. After institutional and individual consent was obtained, participants filled a self-administered questionnaire. The collected data was coded into SPSS Version 23 software and the analysis was done using descriptive and inferential statistics.Results:The findings illustrated that employee empowerment significantly predicted competitive advantage. High responsiveness and good attitude, being reliable, empathy and assuring the patients of their state best enhance patients’ and employee satisfaction.Conclusion:This brings out the importance of realigning the staff inputs towards improving patient experiences, as well as considering employees’ performance as individual instead of considering them as teams.

Influenza Vaccination Challenges for Hospital Employees in the COVID Era: Experience of a Veterans Affairs Medical Center

BackgroundThe Advisory Committee on Immunization Practices recommends all healthcare personnel receive an annual influenza vaccination. Many challenges exist in achieving this goal, especially during the COVID-19 pandemic, such as, employees working remotely and social distancing rules. In prior years we executed fixed-internal point of distribution (POD) vaccination events. Last year we implemented a highly successful fixed-external Drive-Thru POD. Drive-Thru PODs can be safe and effective approaches to employee vaccination during a pandemic.MethodsA 90-minute drive-thru Flu POD was accomplished from 7am-8:30am at the main employee Veterans Affairs (VA) Medical Center entrance. Social distancing, masking was enforced. VA-Police directed traffic at the checkpoint into two lanes; flu shot, and non-flu shot lanes. Employees were directed to drive to one of ten tables each staffed with two nurses; Employees received their vaccination while remaining in their vehicle. Employee safety was of paramount concern; weather conditions, rain date, traffic control, location were all predetermined. Coordinating services included: VA-Police, Emergency Management, VA-Fire Department, Public Affairs, Logistics, Nursing, Pharmacy, Environmental Management, and Information Technology for promoting this event.ResultsOn October 7th 385 employees received the flu vaccine compared to 290 in 2019. The event yielded a rate of 427 doses administered per 100 minutes compared to 322 in 2019, and only 15 per 100 minutes during internal flu POD 2018-19. This well-planned event was convenient, safe, and efficient without unintended consequences. The employees appreciated the ease, accommodation, and safety provided during this event.ConclusionsOur drive-thru POD event during COVID-19 was even more successful than the year's prior. Its improved time/vaccine ratio for employee flu vaccine administration and effective project management resulted in a well-organized, streamlined process and higher employee satisfaction. This innovative strategy can be utilized as an emergency-response vaccination plan especially during a pandemic, and the basis for planning a COVID-19 vaccine distribution model.

How Error Prevention and Organizational Silence Influences Managers’ Self-Perception – A Repertory Grid Study

The topic of self-perception within management has become a subject catching more and more attention. The necessity for leaders’ self-awareness when aiming at high employee satisfaction and productivity still bears a lot of research potential. Developing self-awareness and efficacy are paths that do not have an end or a quota to reach. It is a rather mindset like a tank that can always be filled up more. Leaders’ self-awareness is crucial to improve their abilities and much more inaccurate self-perception can become harmful for an organisations’ performance. Surprisingly, the influence of managers’ self-perception on leadership behaviour and leadership effectiveness has only been studied little in contemporary literature. The main purpose of this article is to identify organizational factors that influence leader’s self-perception and how an organization can develop this characteristic of their managers. Therefore, this paper aims at identifying corporate cultural causes for managers’ distorted self-perception. This task leads evidently to the topic of organizational silence, which is understood as the absence of upward-directed feedback of employees’ input of ideas. Consequently, a corporate culture inherited by organizational silence impacts a manager’s self-perception. Additionally, the contextual literature research on self-perception guided to the subject of error management. It becomes evident that error management functions as a link between organizational silence and managers’ overestimation. Summarizing the article studies the interlinkages of these three research areas and combined them with a new research and hypothesis model tested on a repertory grid data set consisting of 782 personal constructs of a specific corporate culture. Individual construct psychology was chosen as an investigative methodology to ensure unbiased qualitative results. This psychologically grounded methodology is proven to make socially desirable results unlikely due to the intuitive interview structure. The results of this research give practitioners advice for developing corporate culture and self-perception and efficacy of people in leadership positions.

Does Socially Responsible Investing Change Firm Behavior?

Socially responsible investment (SRI) funds are increasing in popularity. Yet, it is unclear if these funds improve corporate behavior. Using novel micro-level data, we find that SRI funds select firms with higher environmental and social standards: the firms they hold exhibit lower pollution, greater board diversity, higher employee satisfaction, and higher workplace safety. Yet, using an exogenous shock to SRI capital, we find no evidence that SRI funds improve firm behavior. The results suggest SRI funds invest in a portfolio consistent with the fund's objective, but they do not significantly improve corporate conduct.

Assessment of organizational management capability and employee’ satisfaction at select maternity hospitals in Ulaanbaatar

Healthcare organizations are implementing quality management system by forming legal entity, by carrying out administrative structural changes and developing healthcare organization’s structure, set-up, functional standards, clinical guideline, rules and employee´ moral principles. Introduction of accreditation system into healthcare organizations is becoming an accepted standard, however, healthcare paradigm shift outcome is insufficient. In this connection, researchers, citizens and policy makers are speaking out that the quality of and access to healthcare service is getting worse than before. Management capability index presents management assessment by score, assesses outcome of organizational functions and makes it possible to measure management capability. This study was performed at the Amgalan maternity hospital, Urguu maternity hospital and Khuree maternity hospital between July 2019 and September 2019 and cross-sectional study method was used. The study involved 480 employees of above-mentioned hospitals. We used 9 chapter and 90 criteria that were used in more than 30 Mongolian Public (i.e., Governmental) Organizations for capability assessment to determine management capability index of the maternity hospitals. Organization management capabilities, as an organizational goal and task, leadership skill in an organization, appropriate structure and set-up, organization’s incentive and motivation leverage schemes, organization’s relationship and collaboration, organizational behavior and culture, resource utilization, knowledge and innovation, organizational productivity, quality and performance were included in the questionnaire. Organizations capability index was calculated with a score point of 1 to 5 for each question. A total 480 employees, including 220 from the Urguu maternity Hospital, 125 from the Khuree maternity hospital and 135 from the Amgalan maternity hospital were included in this study. When responses to the question of management capability were according to duties and functions, not much difference was observed among the three hospitals, but when the responses were compared with that provided by doctors, nurses, obstetricians and other medical staff, a 1.8 percentage higher point was given by the administrative and service staff. Regression analysis showed strong relation between management capability assessment of doctors, nurses, obstetricians and other employee of the select hospitals (p<0.001 and R=0.89). Organizational management capabilities of Urguu and Khuree Maternity Hospitals, which have not yet introduced quality management system, are different from the Amgalan maternity hospital’s organizational management capability (p=.000). Doctors, obstetricians, nurses and other employee’ assessed organizational management capability by 73.5 percent respectively. There is a positive correlation ship between organizational capability and employee satisfaction. Better and higher management capability of an organization results in higher employee satisfaction.

Rank and File Employee Satisfaction and the Implied Cost of Equity Capital

Rank and file employees execute firms’ daily operating activities, but prior research rarely examines their importance due to a lack of employee information. In this article, we use a novel data set—company reviews by rank and file employees—to provide evidence on the impact of employee satisfaction on a firm’s cost of equity capital. We find that firms with higher employee satisfaction have a lower cost of equity. Our results are robust to a variety of endogeneity tests and model specifications. We also find that the effect of employee satisfaction is more pronounced for firms with higher risk, greater financial constraints, and higher labor intensity or product market competition where labor is more critical to firm success. Further analysis shows that the negative association between employee satisfaction and the cost of equity is primarily grounded in reviews from current rather than former employees. Finally, we document that firms with high employee satisfaction experience lower systematic and idiosyncratic risk. Overall, our article presents novel evidence on the capital market benefits of higher employee satisfaction, particularly with regard to financing cost reduction.

Successful Drive-thru Point-of-Distribution Influenza Vaccination Program for Veterans Affairs Medical Center Employees

Background The Advisory Committee on Immunization Practices recommends all healthcare personnel receive an annual influenza vaccination. There are multiple challenges in achieving this goal. During flu season 2017-18, a fixed-internal location was utilized for administration of employee influenza vaccination. This point-of-distribution (POD) event lasted 12 hours; 250 vaccinations were administered. Flu season 2018-19, a fixed-internal POD was conducted for 10 hours; 90 vaccinations were administered. Staff feedback noted time constraints and inconvenience in leaving unit/work area. We organized and executed a fixed-external Drive-Thru Employee Flu POD in fall 2019. Methods A 90-minute drive-thru Flu POD was accomplished from 7am-8:30am at the main employee Veterans Affairs (VA) Medical Center entrance. VA-Police directed traffic into two lanes; flu shot lane and non-flu shot lane which was determined at the checkpoint. Employees were directed to drive to one of ten tables staffed with 19 nurses and received vaccine while remaining in their vehicle. Necessary forms were collected for tracking. Employee safety was of paramount concern; weather, rain date, traffic control, location were all predetermined. Coordination with services included: VA-Police, Emergency Management, VA-Fire Department, Public Affairs, Logistics, Nursing, Pharmacy, Environmental Management, and Information Technology for advertising/promoting this event. Results On September 18, 2019, 290 employees received the flu vaccine over a 90-minute interval. Drive-thru flu POD yielded a rate of 322 doses per 100 minutes compared to only 15 administered per 100 minutes during flu POD 2018-19. This thoroughly planned event was convenient, safe, quick and efficient with no unintended consequences. The overall experience was welcomed as positive and “lots of fun.” Conclusions Our drive-thru POD event significantly improved time/vaccine ratio for employee flu vaccine administration. Our effective project management resulted in a well-organized, streamlined process and higher employee satisfaction. This innovative strategy can be utilized as an emergency-response vaccination/treatment plan for possible future emerging public infectious threats. The Advisory Committee on Immunization Practices recommends all healthcare personnel receive an annual influenza vaccination. There are multiple challenges in achieving this goal. During flu season 2017-18, a fixed-internal location was utilized for administration of employee influenza vaccination. This point-of-distribution (POD) event lasted 12 hours; 250 vaccinations were administered. Flu season 2018-19, a fixed-internal POD was conducted for 10 hours; 90 vaccinations were administered. Staff feedback noted time constraints and inconvenience in leaving unit/work area. We organized and executed a fixed-external Drive-Thru Employee Flu POD in fall 2019. A 90-minute drive-thru Flu POD was accomplished from 7am-8:30am at the main employee Veterans Affairs (VA) Medical Center entrance. VA-Police directed traffic into two lanes; flu shot lane and non-flu shot lane which was determined at the checkpoint. Employees were directed to drive to one of ten tables staffed with 19 nurses and received vaccine while remaining in their vehicle. Necessary forms were collected for tracking. Employee safety was of paramount concern; weather, rain date, traffic control, location were all predetermined. Coordination with services included: VA-Police, Emergency Management, VA-Fire Department, Public Affairs, Logistics, Nursing, Pharmacy, Environmental Management, and Information Technology for advertising/promoting this event. On September 18, 2019, 290 employees received the flu vaccine over a 90-minute interval. Drive-thru flu POD yielded a rate of 322 doses per 100 minutes compared to only 15 administered per 100 minutes during flu POD 2018-19. This thoroughly planned event was convenient, safe, quick and efficient with no unintended consequences. The overall experience was welcomed as positive and “lots of fun.” Our drive-thru POD event significantly improved time/vaccine ratio for employee flu vaccine administration. Our effective project management resulted in a well-organized, streamlined process and higher employee satisfaction. This innovative strategy can be utilized as an emergency-response vaccination/treatment plan for possible future emerging public infectious threats.