MICROMANAGEMENT LEADERSHIP STYLE AND JOB PERFORMANCE OF GENERATION Z PRODUCTION EMPLOYEES IN ABC CORPORATION

Micromanagement was a widely debated leadership style, particularly when managing Generation Z employees who valued independence and workplace flexibility. This study explored the effects of micromanagement, focusing on managerial control and decision-making autonomy on the job performance of Generation Z production employees at ABC Corporation. It assessed the relationship between micromanagement and work efficiency, productivity, motivation, and engagement. A descriptive correlational research design involved 120 respondents from ABC Corporation’s production department. Results showed that micromanagement in terms of managerial control was manifested, with a mean of 2.57 and a standard deviation of 0.984. Decision-making autonomy was also manifested, with a mean of 2.60 and a standard deviation of 0.768. Regarding performance, work efficiency and productivity were rated as Good (mean = 2.61), while employee motivation and engagement were also rated Good (mean = 2.85). Correlation analysis revealed a significant inverse relationship between managerial control and job performance. Higher levels of control were associated with decreased productivity and engagement (r = -0.189, p = 0.039 for work efficiency/productivity; r = -0.180, p = 0.049 for motivation/engagement). Meanwhile, decision-making autonomy did not have a statistically significant relationship with productivity or engagement (r = -0.074, p = 0.420; r = -0.135, p = 0.141). The proposed action plan focused on improving leadership strategies by balancing control and autonomy. Recommendations included adaptive leadership training, mentoring programs, and flexible work arrangements to boost motivation, innovation, and overall job performance. The study offered insights for enhancing management practices in a modern, evolving workforce.