Traditional Workplace Environment for the New Millenium

AU/ACSC/ /2023
"TRADITIONAL WORKPLACE ENVIRONMENT FOR THE NEW MILLENNIUM”
By
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 ii Abstract v Chapter 1: Introduction. 1 Introduction. 1 Structure and Organization of the Study. 1 Chapter 2: Topic Overview.. 2 Chapter 3: Findings from the Literature. 7 Generational Differences and Perspectives 7 Traditional Work Environment versus Current Working Environment 8 Chapter 4: Discussion- Telework and the Air Force. 9 Impact on Warfighters. 10 Long-Term Planning for Leaders. 12 Sustainability for Each Generation. 15 Positive and Negative Approaches. 16 Limitations. 17 Chapter 5: Conclusion. 21 Conclusion. 21 Recommendations 22 References. 24 Notes. 26 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 objective 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 (the Airmen) in the Air Force. Notably, the basis for career progression for Generation X is aimed at 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 (Airmen) from different generations. It also finds that the transition to telework has implications for the armed forces personnel's long-term planning, sustainability, and work policies. 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 traditional telework environment to an office-based work environment has become a reality post-COVID-19. However, the mixed response from the Air Force 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 service warfighters, the Airmen.
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 subject matter expertise, personal and work preferences, innovative approaches, and expectations from the organization and its leaders. Therefore, this research paper aims to investigate the impact of the telework transition on the three generations of warfighters, such as Airmen, based on evaluating their differences and perspectives and comparing features of traditional and telework environments. The research paper will further analyze the potential implications of this transition on the satisfaction, wellbeing, and productivity of Airmen across the three generations. Additionally, this paper will also explore the impact of this transition on the overall organizational culture and the measures taken by the Air Force to ensure smooth transition from traditional to telework model. Furthermore, this paper will also explore the measures taken by the organization to sustain and enhance the morale, motivation, and engagement of the warfighters. Finally, the paper will provide recommendations for the Air Force to ensure successful transition from traditional to telework model for the Airmen.
Structure and Organization of the Study
This paper is divided into five chapters, whose breakdown is as follows:
Chapter 1
This chapter provides an introduction to the topic at hand and offers a brief overview of its background. It is designed to explain the rationale behind the research and the importance of exploring this particular issue. By providing a comprehensive introduction to the topic, this chapter aims to lay the groundwork for the remainder of the paper, setting the stage for the discussion that follows
Chapter 2
This chapter offers a comprehensive overview of the work-based differences among generations X, Y, and Z, and how these differences inform their preferred work settings. It examines how advances in technology and communication media, such as the internet and mobile devices, have impacted how different generations approach their work. It also provides a guide for leaders and managers in the Armed Forces 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 examines the perspectives and preferences of each generation, specifically Generations X, Y, and Z. In addition, this chapter explores the advantages and disadvantages of traditional and remote working environments for each generation. It also looks at the preferences and perspectives of each generation in terms of their view of such environments.
Chapter 4
This chapter provides a comprehensive exploration of telework and its implications for the military. It examines in detail the ways in which telework has affected the productivity and performance of warfighters, as well as how it has affected the approaches and strategies of military leadership. It further delves into the long-term effects of telework, such as its impact on the sustainability of different generations in the workforce, and the transition to a telework-based work model. Additionally, the chapter offers insight into various approaches and strategies that can be adopted to facilitate a smooth transition to telework and maximize its benefits.
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, using technology such as smartphones and computers. Additionally, if given the opportunity, this generation would work well with a hybrid approach of telework.
Generation X is also more likely to rely on their own experience, as opposed to technology-based solutions, to solve problems. They are more likely to take a data-driven approach and use their own experience to make decisions. They are also more likely to be open to change and willing to take risks in order to achieve success. Additionally, this generation is more likely to be independent and self-directed and values work/life balance. As such, they may be more likely to value freedom and flexibility in their work environment.
Generation Y (millennials) embraces technology as a means of livelihood. They are known for their proficiency in digital communication, social networking, and multitasking. They are also highly connected, with more than 90% owning a smartphone and more than 70% of them using social media platforms. Millennials are comfortable with the idea of a flexible work schedule, and value work-life balance. They are team-oriented and eager to learn, and enjoy working in collaborative environments with creative problem-solving. 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. This generation prefers work that is both challenging and rewarding, and values collaboration and social interaction. They are realistic about the workplace and understand the need to balance work and life.
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. Generation X is often seen as having been raised with strict rules and traditional values, and as being more conservative than the younger generations. They are also seen as having a strong work ethic and being less open to change than younger generations. Generation X is also seen as more focused on security and stability than on taking risks or pushing boundaries. 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. This is an unfair assessment of generation Z, as they have grown up in a world where technology is ubiquitous, and they are more likely to be wary of technology and the potential risks associated with it. They may also be more aware of the potential privacy and security issues associated with the use of technology, which may give them pause before they adopt it.
On the other hand, generation X views generation Y and Z as lazy and spoilt due to exposure to technology. Generation X believes that technology has made the younger generations reliant on instant gratification, which has caused them to be less motivated and self-sufficient than previous generations. They feel that this reliance on technology has made it easier for younger generations to be distracted, and that their lack of focus is ultimately detrimental to their growth and development. 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. They can work together to create a better future. 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 equality between 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. Them grew up in an era where the traditional office environment was the norm. They may find it difficult to adjust to the lack of face-to-face interaction and collaboration that is common in the office.
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. Generation Z airmen are expected to have an advantage in the use of technology, as they are the most tech-savvy generation. They can use their expertise in the use of technology to accomplish their mission objectives more efficiently. They are also more likely to adapt to the new work environment, which can help them achieve their goals faster. 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. This includes offering suitable work hours, better pay, better working conditions, and improved job satisfaction. Additionally, managers should focus on creating an environment that fosters collaboration and open dialogue between Airmen of all generations, allowing them to share their experiences and knowledge. Furthermore, the organization should focus on providing more training and development opportunities to Airmen of all generations to ensure that they can be successful in their roles. Finally, the organization should ensure that all Airmen are treated with respect, regardless of the generation. 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 for all generations and accrue maximum results from their ground workers. They create an environment that is conducive to success for workers of all generations by utilizing their different strengths, communicating effectively, and providing training and support to help them reach their goals.
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 general, Generation X is known to be independent, self-reliant, and skeptical of authority. They value hard work and are often seen as the bridge between Baby Boomers and Millennials. Generation Y is often seen as tech-savvy, ambitious, and creative. They value work-life balance and seek meaningful work. Generation Z is known for their digital fluency and entrepreneurial spirit. They are driven by results and value transparency. 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 environments. They value the ability to work independently, without constant supervision, and prefer to receive instruction and feedback through more formalized channels. They are self-motivated, independent thinkers who often prefer to work alone. 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 and baby boomers, which also sets them apart from the other generations. 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. It has several benefits and limitations.
First, infrastructure and professional work resources are available in a conventional office. A traditional office provides several facilities, including a backup power supply, seamless Internet connection, physical interaction, and communication guidelines to resolve issues and conflicts. Additionally, it is a restrictive environment constrained by time limits and continuous work. On the other hand, teleworking provides a carefree and comfortable working environment because it offers flexible timing and helps maintain a work-life balance (Abulibdeh 557). However, it also has its share of challenges because it becomes difficult for workers working from home to separate work and personal time. As Stanca and Tarbujara note, the boundary between work and personal life is thin, contributing to distraction and unproductivity. These differences are significant and can help employers understand the dynamics, nature, limitations, and opportunities of both working environments and the impact of the transition from teleworking to traditional working on the workforce.
People of generation Z find it challenging to adjust to the teleworking environment due to the lack of accommodation as they mostly live with their parents. They may find it difficult to create dedicated workspace, focus on tasks and take regular breaks. Additionally, they may have to manage competing demands such as attending online classes, completing assignments, and household chores. According to a MetLife study, Approximately 50% of the workers of generation Z consider the traditional work environment conducive to life-work balance and prefer it over teleworking. This instance is quite interesting, given that workers in generation Z are more comfortable with technology and more likely to enjoy the flexibility that comes with remote work. The challenges faced by generation Z workers in telework explain why most, in comparison to millennials and generation X, prefer to work in a traditional work setting. Based on the Hubb HQ survey, the proportions of preference for conventional work environment were 37%, 25.6%, and 19.8% for generations Z, Y, and X, respectively. These numbers also show that people of all generations share reservations about continued teleworking practices in the post-COVID scenario.
Chapter 4: Discussion- Telework and the Air Force
The transition to telework has several general implications for the Air Force and the Armed Forces. It has impacted the productivity and performance of warfighters. It also has some consequences for the Armed Forces leadership, especially concerning long-term planning, personnel sustainability, and telework policy. This chapter discusses these implications in detail.
Impact on Warfighters
The Assistant Secretary of the U.S. Air Force, John A. Fedrigo, discusses how the post-COVID remote working strategy for air force personnel, including Airmen is a chance to learn from the experiences gained during the pandemic. These guidelines enable Airmen to work remotely under the condition of the supervisor's approval and the minimum possibility of an impact on work performance. This remote working schedule for Airmen is different from teleworking in that it refers to permanently working off the location of their units. Nevertheless, this decision is unsuitable for the X, Y, and Z generations of Air Force airmen and other personnel. As indicated above, the workforce of all generations prefers to return to traditional work environments in varying proportions for various reasons; thus, allowing remote working will pose a challenge for Airmen working in U.S. Air Force.
Among the challenges of remote working that Airmen will face are the increased potential for cyber security threats, the lack of personal interactions with coworkers and supervisors, and the lack of access to resources and tools that are necessary for certain tasks. With the shift to remote working, Airmen may also face difficulty in communicating effectively with their teams, especially if they are located in multiple physical locations. Additionally, the lack of face-to-face contact may lead to a decrease in morale among Airmen, as well as a decrease in collaboration and productivity. The U.S. Air Force should consider the needs and preferences of all generations of personnel when deciding how to move forward with remote working. A good approach may be to create a hybrid model that allows for both remote and in-person work options. This could include offering flexible work options, such as working from home for part of the week and coming into the office for the other part. The U.S. Air Force should also take steps to ensure that personnel have access to the resources and tools they need to perform their duties effectively, regardless of their location. Finally, the U.S. Air Force should work to create an environment of trust and communication to ensure that personnel feel supported and connected, even when working remotely.
However, a study by Ramirez Teleworking improved employees' productivity and job satisfaction at the Air Force Ac...