Traditional Workplace Environment for the New Millennium

"Traditional Workplace Environment for the New Millennium"
15 January 2023
A Draft Research Paper Submitted in Partial Fulfillment of the Graduation Requirements for the Degree of
MASTER OF MILITARY OPERATIONAL ART AND SCIENCE
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 US 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 Table of Contents. iii Abstract iv Introduction. 2 Generational Differences and Perspectives. 2 Traditional Work Environment versus Current Working Environment 4 Impact on Warfighters. 5 Long-Term Planning for Leaders. 7 Sustainability for Each Generation. 8 Positive and Negative Approaches. 9 Conclusion. 11 References. 12 Annotated Bibliography: 14
Abstract
In the post-COVID-19 era, the transition from telework to office-based work has become a reality. 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 remote working to office-based work 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 research, individuals from generations X, Y, and Z hold different perspectives on the working environment. Generation X prefers training and workplace autonomy over social contact and community-based working. On the other hand, generation Y (millennials) are inclined to find ways of career progress and training opportunities. Generation Z is the most tech-oriented group and holds traits from the other two. With these clear disparities, it can be deduced that people from these generations hold different perspectives about work. Generation X has a strong commitment to their work and enjoys social interaction. They also consider tech-based work inefficient. 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. Generation Z holds the traits of both 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. So, 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 chosen based on their skills, willingness, and generation. Organizational managers offer a positive working environment and accrue maximum results from their ground workers.
Keywords: work environment, generations, teleworking, office-based work, airmen.
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.
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 is used to represent people born between 1997 and 2012 (Hecht and Evan). 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 (Raisiene et al. 3). 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 (Raisiene et al. 3). Finally, those from generation Z are more technology-oriented since they were born after information and technology were adopted. 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 strong 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 consider 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 (Raisiene et al. 3). 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 (Raisiene et al. 3). 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 perspective 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 traditional 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 (Stanca and Tarbujara 523). 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 (523) 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. 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 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 traditional work environment were 37%, 25.6%, and 19.8% for generations Z, Y, and X, respectively (The Pyn Team). These numbers also show that people of all generations share reservations about continued teleworking practices in the post-COVID scenario.
Impact on Warfighters
The Assistant Secretary of the US 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 (Everstine). 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 (Everstine). 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 US Air Force.
However, a study by Ramirez (41) reveals that teleworking improved employees' productivity and job satisfaction at the Air Force Acquisition Management and Integration Center (AIMC). Based on the increased perception of job satisfaction and productivity, about 98% of these employees support a telework policy at the AIMC post-COVID era...