Traditional Workplace Environment for the New Millennium

Research Proposal
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Research Proposal
Section I: Introduction
When the pandemic started a few years ago, organizations or businesses started adopting new practical strategies to implement in their operations as approaches to limit COVID-19's impacts. One of these strategies was teleworking. The teleworking adoption rates increased considerably during the pandemic and among employees in all firms, regardless of size (Abulibdeh, 2020). However, as things start getting better, there is a tendency for most firms to seek to return to the traditional working setting, which is problematic and presents various implications (International Labour Organization, 2020). Generational differences featuring Gen X, Y, and Z, also impact the shift to traditional ways. These vary significantly from one generation to the other.
Section II: Background
While teleworking capabilities have been proven for short-term solutions to the recent COVID-19 pandemic, the overall impact may be uncertain and carries risks, especially for innovation and worker satisfaction for the X and Y generations. Telework has been assumed to become permanent in many organizations, which can create risks in areas like innovation, personable experiences, collaboration, and policy concerns (OECD, 2020). Cultural and generational differences will be a subject of concern due to how each generation receives and communicates expectations on many different levels. This brings to light the need to address concerns about telework across sectors and other countries. Most organizations crosstalk, facilitate, and collaborate with industries from other nations.
Section III: Methodology
The methodology for this proposal is observational and based on conducting a literature review and answering the research question based on the information or data collected from various secondary sources (peer-reviewed and scholarly articles). Specifically, coronavirus posed various challenges that forced businesses to adopt appropriate measures to contain the situation. One of these measures was shifting to teleworking (Stanca & Tarbujaru, 2021). However, after the condition started improving, there was a need to transition back to the traditional work environment. This also resulted in implications like some workers being unwilling to shift to the working setting. The warfighter's impacts across the three generations, Gen X, Y, and Z, can be assessed dependent on four main aspects: mission impacts, generation impact, readiness impact, and career development impact.
Section IV: Analysis
Leaders in various organizations should be determined to plan for the future because looking beyond the present will help them realize the expected goals as required. Specifically, these leaders should plan how the workers will maximize their productivity in the organizational environment. They must determine whether sticking to teleworking or re-shifting to the traditional work environment would suit the workers. As teleworking presumes to be permanent for some firms, the sustainability for each generation (Gen X, Y, and Z) might vary considerably. Teleworking strategy might be increasingly suitable for Gen Z because workers in this generation are ...