Date of Conferral

8-4-2025

Degree

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

School

Business Administration

Advisor

Dr. Michelle Preiksaitis

Abstract

Inadequate approaches to filling employee skill gaps can seriously weaken workforce stability and organizational performance. Canadian automotive sector leaders are concerned about the risk of persistent employment shortages, high employee turnover, and decreased productivity. Grounded in Alderfer's existence, relatedness, and growth theory, the purpose of this qualitative pragmatic inquiry was to identify and explore the strategies employed by Canadian auto manufacturers to address skill shortages in their workforce in the wake of the pandemic and subsequent digitalization. Six senior executives from Canadian auto manufacturers who led successful skill-development and retention initiatives participated in semistructured interviews, complemented by a review of publicly accessible organizational documents. Thematic analysis revealed four major themes: (a) upskilling for technology as a strategic response to change, (b) evolving workforce skill gaps and talent flow, (c) motivation and retention beyond compensation, and (d) learning partnerships as long-term development strategies. A key recommendation for increasing employee engagement and adaptability is that companies should implement performance-based learning incentives and flexible, inclusive training models. The implications for positive social change include the potential for automotive leaders to lower barriers to employment for underrepresented groups, foster fair access to skill development, and strengthen community resilience through collaborative workforce planning, thereby enabling broader economic participation and equity.

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