Date of Conferral

2022

Degree

Doctor of Business Administration (D.B.A.)

School

Management

Advisor

Inez S. Black

Abstract

The lack of innovative employee performance in the automotive industry leads to failure when it comes to the execution of organizational strategies. Senior automotive managers are concerned with innovative employee performance, as it has the potential loss of knowledge and the skillset by the employee. Grounded in Vroom’s expectancy theory, the purpose of this qualitative multiple case study was to explore strategies automotive managers use that encourage innovative employee performance. The participants were three senior automotive managers in Southeastern Michigan with at least three years of knowledge in employee work performance. Data were collected through semistructured interviews. Through thematic analysis, four themes were identified: (a) expectations, (b) communication strategies, (c) integrity, and (d) benchmarking. A key recommendation is for automotive managers to use multiple communication methods to engage staff and keep them informed. An implication for positive social change includes the potential to increase and accomplish community growth, encouraging development and innovation by helping stimulate economic growth with employment opportunities, continuing expansion, and long-term prosperity.

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