Generation X as Owner-Managers the espoused role of feedback, skills, and “Working to live”: An exploratory study

Abstract

This study explored whether Generation X owner-managers espoused a 'management style' that continues to emphasise factors which they ostensibly valued as workers. A multiple embedded case study methodology (Yin, 1994) was used to investigate practitioner held 'beliefs' (such as Tulgan; 1996; 1997/1998,1998,1999a, 1999b; Muchnick, 1996; Hogart, 1996, Maynard, 1996: Filipzak, 1994; Hornblower, 1997; Woodward, 1999; McGarvey, 1999) and the academic findings of Williams, Coupland, Folwell & Sparks (1997), Manolis et al. (1997) and Burke (1994) concerning balanced lifestyles, skill development and feedback. Generation Xers were operationally defined as people born between 1965 and 1976, living in New Zealand who identify themselves as Generation Xers. Data was collected from four sites. The data supported the first two hypotheses that Generation X owner managers claimed to focus on providing their employees with new skills and that they claimed to provide quick, relevant feedback. Support was not found for Generation Xers 'working to live'. These cases suggest that Generation X owner-managers possess a 'managerial style' that stresses quick, relevant feedback given in a positive manner, emphasising skill development at the behest of the individual employee and combining 'living' and 'working' so that work is a place where one plays.