Traditional Workplace Environment for the New Millennium

"Traditional Workplace Environment for the New Millennium"
February 17 2023
A Draft Research Paper Submitted in Partial Fulfillment of the Graduation Requirements for the Degree of
MASTER OF MILITARY OPERATIONAL ART AND SCIENCE
University
Disclaimer
The views expressed in this academic research paper are those of the author and do not reflect the official policy or position of the U.S. government or the Department of Defense. In accordance with Air Force Instruction 51-303, it is not copyrighted but is the property of the United States government.
Table of Contents Disclaimer 2 Abstract 4 Chapter 1: Introduction. 5 Introduction. 5 Structure and Organization of the Study. 5 Chapter 2: Topic Overview.. 6 Chapter 3: Findings from the Literature. 12 Generational Differences and Perspectives. 12 Traditional Work Environment versus Current Working Environment 13 Chapter 4: Discussion- Telework and the Air Force. 15 Impact on Warfighters. 15 Long-Term Planning for Leaders. 18 Sustainability for Each Generation. 22 Positive and Negative Approaches. 23 Limitations. 25 Chapter 5: Conclusion. 25 Conclusion. 25 Recommendations. 26 References. 27 Annotated Bibliography: 30
Abstract
The COVID-19 pandemic necessitated remote work to ensure employees continued to work without compromising their safety. In the post-COVID-19 era, telework has become a reality for many organizations. However, the transition from office-based work to telework is not easy because the American workforce comprises different generations with varying work preferences, motivations, and expectations. Leaders and managers must take into account the differences among various generations when assessing the transition from the traditional working model to the telework model. This paper's aim is to evaluate the impact of transitioning from office-based work to remote working after the pandemic by investigating generations X, Y, and Z. The paper specifically focuses on the implications of the transition on the various generations of warfighters in the Air Force. Notably, the basis for career progression for Generation X is hard work. On the other hand, generation Y prefers tech-based work and hardly seeks social approval and work-life balance. Technology forms part of the social life, education, and employment of generation Z. The paper finds that telework has impacted the productivity and performance of warfighters from different generations. It also finds that the transition to telework has implications for long-term planning, sustainability, and work policies for the armed forces personnel. Leaders and managers must consider generational differences while making personnel decisions relating to the telework transition. From the analysis, it is clear that organizational managers of armed forces, with specific reference to the Air Force, put all efforts into providing a suitable working environment to Airmen of all generations based on their preferences and inclination.
Chapter 1: Introduction
Introduction
The transition from a telework environment to an office-based work environment has become a reality in the post-COVID-19 era. However, the mixed response from the workforce implies several risks associated with this transition based on the values, perceptions, and preferences of different generations of the force. As a logical argument, one must investigate the potential implications of this transition from the traditional working model to the telework model on various forms of workforce with specific references to warfighters.
Based on this research question, the impact of this transition on the working capacities of generations X, Y, and Z is a potentially significant subject to investigate. This transition has produced varied responses from the works of these generations based on their expertise, preferences, innovative approaches, and expectations. Therefore, this research paper aims to investigate the impact of this transition on the three generations of warfighters, such as Airmen, based on the evaluation of their differences and perspectives and comparing features of traditional and telework environments.
Structure and Organization of the Study
This paper is divided into five chapters, whose breakdown is as follows:
Chapter 1
This chapter introduces the topic and provides a brief background of the subject. It highlights the purpose of the paper and the importance of researching this particular issue.
Chapter 2
This chapter offers a brief overview of the topic. It highlights the work-based differences among generations X, Y, and Z and how they inform their preferred work settings. It also highlights some factors leaders and managers in the Armed Forces must consider when implementing telework policies.
Chapter 3
This chapter defines the main generations within the American workforce and discusses the critical generational differences based on existing literature. It also discusses the perspectives and preferences of each generation. In addition, the chapter compares the features of traditional and remote working environments concerning the views and likes of generations X, Y, and Z.
Chapter 4
This chapter provides a detailed discussion of telework and how it has impacted warfighters' productivity and performance. It also discusses the implications of telework on military leadership, especially with regard to long-term planning, the sustainability of different generations in the workforce, and approaches that can be adopted to facilitate a smooth transition from the traditional/office-based work model.
Chapter 5
This chapter offers a brief conclusion regarding teleworking and the different generations in the military workforce. It also provides recommendations on what the military can do to provide a positive work environment suitable for all generations, especially during the transition from a traditional work environment.
Chapter 2: Topic Overview
The transition from office-based work to telework was rampant in the post-COVID-19 era. Mixed reactions from workers affirm the presence of numerous risks associated with the transition, especially on values, perceptions, and preferences of different generations. The paper aimed to assess the impact of transitioning from office-based work to remote working after the pandemic by investigating generations X, Y, and Z. There have been varied responses from these generations based on expertise, preferences, innovative approaches, and expectation. The research focused on the three generations of warfighters based on evaluating their differences and perspectives and comparing features of traditional and telework environments. Based on the study, individuals from generations X, Y, and Z hold different views on the working environment.
Notably, researchers categorize Generation Z as having individualism, addiction, and ambition to work. In addition, this generation is considered the most active due to the period of technological evolution. For instance, this group witnessed the development and rise of media and technology. Besides, employment opportunity was readily available due to the low population at that time. Generation X prefers learning and office jobs autonomy over working from home while using technology such as smartphones and computers.
Generation Y (millennials) embraces technology as a means of livelihood. Researchers suggest that this group resorted to the gig economy due to job competition. Notably, there was a significant population increase in the U.S. during the millennial era. As a result, workplaces only hire individuals with distinguished academic credentials. Therefore, most millennials had to search for other ways to sustain their livelihood. However, the technological revolution was rampant, creating a suitable opportunity for this generation.
Researchers associate these individuals with being rooted deeply in the internet. In addition, technology forms part of their social life, education, and employment. Moreover, this group greatly struggles with employment due to addiction to technology, such as social media. At the same time, these people also possess poor interpersonal skills, which makes them unable to adapt to the working environments. Generation Z is the most tech-oriented group and holds traits from the other two. With these apparent disparities, it can be deduced that people from these generations hold different perspectives about work. Generation X has a solid commitment to their work and enjoys social interaction. They also consider tech-based work to be efficient.
Parents and employers from different generations tend to disagree with children and employees of another generation. For instance, generations Y and Z hold a different perspective than generation X. In this case, generation Y and Z perceive generation X as old-fashioned and strict. This perception can be attributed to the fact that generation X is more autonomous and self-directed than other generations. They expect the same from the younger generations, hence the perception that they are strict because they expect others to figure things out independently. In addition, they were born on the cusp of technology adoption. While they have become more comfortable with technology over time, they still feel overwhelmed and skeptical when it comes to new technology. For instance, they still prefer using e-mails rather than newer communication technologies. This has painted them as old-fashioned because they are slow to adopt technology, especially compared to generation Y and Z, who grew up with technology and are more inclined to explore new technologies.
On the other hand, generation X views generation Y and Z as lazy and spoilt due to exposure to technology. In addition, generation X believes that generations Y and Z are entitled in and outside the workplace. According to Gabrielova and Buchko, Generation X views generations Y and Z as entitled employees who crave recognition and praise in the workplace. They also demand a work-life balance that previous generations never imagined possible. Part of the reason why generations Y and Z are perceived as entitled is that their upbringing allowed them to be assertive, confident, and empowered. Their parents praised them, gave them positive feedback, and recognized their efforts as part of building their self-esteem. As a result, they expect the same approach in the workplace. Instead of employers, especially those in the older generations, viewing generations Y and Z as entitled, they should view them as empowered and can make sensible demands that may go against traditional norms. They know what they want from employers, the kind of employment environments that would allow them to thrive, and the skills necessary to get the job done. What they consider an ideal work environment is significantly different from what generation X perceives as such. This means that what generations Y and Z value for job satisfaction may not be valued by generation X. Such differences in the workplace can result in conflicts that may derail an organization's operations, especially if the human resource management needs to be more accommodating of diversity. Therefore, the relationship between these different generations at home and workplaces may have significant issues.
However, these three groups may reach an understanding if they have proper knowledge about their differences and interests. For instance, despite their differences and interests, they all have similarities that can allow them to co-exist and thrive in the same work environments. According to Berge and Berge, All employees want to feel valued in the workplace, regardless of their generation. Employees feel most valued when their ideas are considered in the decision-making process and their contributions are recognized. Thus, even though generations Y and Z are perceived as entitled to recognition, all generations want to feel valued. In addition, all employees, regardless of generation, value family and enjoy flexibility in the workplace to allow them time for family. Therefore, despite their generational perspectives and differences, they could all benefit from flexible work environments, including those provided by telework. In a world characterized by the quick adoption of new technologies, employees, regardless of the generations they belong to, have to embrace new ways of doing work. In essence, adapting to the prevailing environment is crucial to the past, current, and future generations. Therefore, parents and employees may work best in an environment with rules and regulations to ensure equity and equality between different generations.
The traditional work environment offers a restricting environment where individuals are expected to behave in a particular way. On the other hand, teleworking comes with a carefree and comfortable working environment without peer pressure. People can work on flexible timing and maintain a work-life balance. With these apparent differences, generation X persons find it hard to transition to teleworking because they mostly live with their parents. There are reservations among people of all generations about continuously depending on the teleworking environment.
After undertaking the analysis, the transitions from remote working on warfighters demonstrate that the nature of the working environment determines effort and mission accomplishment. Generation Z of airmen is likely to accomplish their tasks using the laid-out teleworking environment because it suits the setting and offers optimal efforts. On the other hand, generations X and Y cannot accommodate themselves in perpetual remote work settings. Therefore, transitioning from remote work to traditional office-based work was ideal for them.
Based on the above analysis results, it is safe to recommend that organizational managers of armed forces, with specific reference to the Air Force, put all efforts into providing a suitable working environment to Airmen of all generations based on their preferences and inclination. Moreover, if the teleworking environment must be implemented at certain levels, selecting Airmen based on their skills, generation, and willingness should be a top priority. Using this criterion, organizational managers can provide a positive working environment and accrue maximum results from their ground staff.
The study recommended that organizations ensure that all workers have a conducive work environment for all generations. If teleworking is chosen, the airmen should be selected based on their skills, willingness, and generation. Organizational managers offer a positive working environment and accrue maximum results from their ground workers.
Chapter 3: Findings from the Literature
There is substantial research on generations X, Y, and Z, especially concerning how their differences play out in the workplace. In addition, there is adequate research on the traditional workplace and how it differs from remote or telework. This chapter will examine the generational differences and perspectives in the workplace as well as compare the differences between traditional and remote workplaces and how these differences affect generations X, Y, and Z.
Generational Differences and Perspectives
Generation X is attributed to people born between 1965 and 1980, while generation Y includes those born between 1981 and 1996. In the same way, generation Z represents people born between 1997 and 2012. On the one hand, the older generation tends to avoid technology-based working conditions. On the other hand, the younger generations are more inclined to work in a technology-based environment since they are more adept with technology and computer-enabled communication. Thus, a worker's age is a yardstick to assess his ability to gain command in telecommunication and any technology-enabled work setting. Moreover, workers from generations X, Y, and Z also hold different perspectives on the working environment.
On the one hand, Generation X's employees prefer training and workplace autonomy over social contacts and community-based working. On the other hand, people of generation Y (millennials) are more interested in career development and training opportunities. Finally, those from generation Z are more technology-oriented since they were born after adopting information and technology. These behavioral disparities reveal different perspectives of different generations.
Workers of generation X and baby boomers (those born before 1965) share striking similarities in terms of workplace preferences. Both have a solid commitment to their jobs, enjoy social interaction, and, for the same reason, consider teleworking an inefficient process. These people are committed to hard work, putting in long working hours, which they believe a stepping stone to career development and success. Conversely, people of generation Y or millennials tend to prefer technology-based work. They account for approximately 50% of the workforce, admire flexible working hours, and do not seek social approval. They focus on achieving work-life balance, which was unheard of among the older generations. In other words, both generations differ in their work perspectives. Millennials and generation X adopt "work to live" and "live to work" principles, respectively. Based on a study conducted in America, millennials' craving for reward is higher than that of generation X. Thus, this discussion provides a comprehensive understanding of the attitudes and perspectives of people of different generations.
Traditional Work Environment versus Current Working Environment
The traditional work environment is remarkably different from home and has several benefits and limitations. First, infrastructure and professional work resources are available in a conventional office. A tradit...