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 ...