La création de sens dans un contexte d’ambiguïté extrême : Bombardier et les performances du programme organisationnel visant à améliorer l’engagement de ses employés
This thesis focuses on a particular organizational socialization tactic, namely organizational programs aiming to improve employee engagement (OPIE). I became interested in how the concept of employee engagement relates to employee participation and involvement in OPIE, specifically in an extremely ambiguous organizational setting characterized by repetitive reorganizations and massive layoffs. To study this phenomenon,  I conducted a naturalistic case study. As an organizational insider, I led a number of observations and interviews at Bombardier, the world’s leading manufacturer of both planes and trains. I looked at how Bombardier employees of various hierarchical levels make sense of OPIE, based upon Karl E. Weick’s sensemaking theories.  The present research project, a unique and non-generalizable case, enabled me to study employee engagement, Bombardier’s OPIE as well as sensemaking of this program, at a moment where employee engagement is tested by the prevailing organizational uncertainty. This research led me to conclude that, in this case, 1) a company can take advantage of organizational socialization tactics; 2) OPIE don’t always improve productivity or engagement; 3) the relationship between a manager and an OPIE can play a capital role in employees’ perception of said program; 4) OPIE can be considered as symbolic organizational rituals; 5) team meetings can be considered as symbolic performances; 6) extreme ambiguity can influence how employees make sense of an OPIE; and 7) symbolic rituals can stabilize organizations in periods of extreme ambiguity.
engagement organizational socialization organizational commitment employee engagement employee voice reorganization organizational change extreme ambiguity engagement program sensemaking organizational insider