The inner world of Generation X: Workplace decision-making processes of Xers in management

Generational studies suggest that members of the World War II, Swing, and Baby-Boom generations are either retiring or working reduced hours. With this departure, evidence suggests an experienced group of decision makers will also leave. Generation X (Xers) will be the next generation to assume the responsibilities of these decision-making roles. This study explores how members of Generation X working at the management level make difficult workplace decisions. Additionally, this study discovers commonalities and differences among Xers' self-described decision-making processes. Drawing from literature on different generations and on decision-making approaches, data were collected from members of Generation X, born between the years of 1965 to 1976, with experience working at the management level. Fifteen managers from a variety of industries, management levels, and years of experience described 30 decision stories (2 per participant). Qualitative, in-depth interviews using an adaptation of the critical decision method explored understanding of how Xers describe their approaches to decision making. Analysis of the data suggests that the decision-making processes described by 4 general aspects: the role of others, cognitive aspects, noncognitive aspects, and the sense of timing in the decision-making process. This finding indicates that Xers experience a variety of decision-making approaches and a multidimensional decision process, both discovered through the identification of the participant decision-making approach coding scheme. The study's results suggest that these Gen Xer managers consult with others in a collaborative manner and conduct a rational analysis of options. They frequently try to understand what has led up to the decision scenario and take into account moral considerations. Overall, this study provides an array of decision-making approaches to be used in the workplace. During a time of unprecedented change in the workplace, management faces difficult decision making affecting their workforce, colleagues, and business strategies. Making difficult decisions is a key competency for success in business environments. The study offers an exploratory understanding of how this generation of managers makes difficult decisions. For scholars, it also presents implications for future research in the growing generational studies literature.;Key words: decision making, generations, Generation X, management, workplace...