| This qualitative explorative study investigated how participative managerial styles influence the productivity and turnover of female millennial knowledge workers. The female millennial knowledge worker contributed to a growing workforce and enhanced business by benefiting the product, service, or customer through the application of knowledge. The uniqueness of knowledge workers combined with the characteristics found in the millennial generation, such as confidence, determinism, and technical familiarity benefits American business. Participative management theories like William Ouchi's Theory Z combined employee loyalty, turnover reduction, and human resource investments to support productivity. Ouchi's theory noted that its focus on the majority alienated women in Theory Z organizations. This alienation resulted in higher turnover levels for women, as well as, decreased productivity. Turnover drove wasteful costs associated with unemployment, vacancy, lost skill sets, replacement activities, new hire training, and reduced operating efficiency. The purpose of this study was to extend Theory Z to explore the effect participative management techniques had on the workplace performance of female millennial knowledge workers in order to harness the positive working characteristics of the population while it minimized turnover. This study applied an embedded single-case study design, used active research, to conduct interviews and explore the effect managers had on the female millennial knowledge worker population through productivity and turnover. This study selected a single case that was most relevant to maximize the study's learning. Triangulated data collection occurred through conducting an interview, reviewing performance feedback, and direct observation of the participant. This research found that management techniques of employee development and timely communication influenced the female millennial knowledge worker's productivity. This research also found that management techniques of feedback, working environment, and employee development influenced female millennial knowledge worker turnover. Given the findings, the recommendations for the practical application included managers using timely communication, investing in employee development, providing feedback, and cultivating positive working environments. Recommendations for future research included expanding the themes identified to influence productivity and turnover, involving a larger sample, and considering a more diversified sample of the female millennial knowledge worker. Also, industry, business structure, organization size, and work performed could be explored. |
