Consider yourself as MBA student. You are assigned to write an academic essay. I have already written most of the essay. The topic of the essay is "Should we be worried about the Future of Work?". I want you to critically analyse these contents and then write in about 300-400 words a conclusion which would answer the topical question of the essay. For this refer only the content that I have given do not search elsewhere. Ensure that you bring in enough perplexity and burstiness in the response so that the essay sounds critical (very important) and is made to look like its written by a human. The tone of the writing should be formal, academic, and critical. Ensure that you paraphrase the content from the papers. You may also give examples in between for evidence, but do cite the source of them.

Here is my content:

2.0 Driving Factors of Changes in Work in the Future
The Future of Work (FoW) is a topic that has gained traction among various stakeholders in recent years. Despite the amount of literature, FoW doesn’t have a universally accepted definition or broad consensus on what the key drivers of it are (Balliester and Elsheikhi, 2018). From the plethora of suggestions of what factors would drive the FoW, technological advancements, changing workforce demographics, and the evolving nature of work seem to be of predominant influence. These factors can shape global labour market dynamics and challenge traditional HR practises, organisational structures, and employees’ roles.
Technological advancements in areas such as artificial intelligence, automation, and digitalization are at the forefront, dramatically altering the labour market landscape (Minevich, 2023) by creating a need for a seismic shift in upskilling and consequently substituting professionals (Ford, 2016). The proliferation of AI and robotics has raised concerns regarding widespread job displacement, as an Oxford study by Frey and Osborne (2017) estimates that 47% of US jobs are at high risk of being automated in the next two decades. This study was questioned by (Willcocks, 2020), especially the lack of acknowledgement of the new jobs likely to be created due to AI, the superficial addressing of occupations as a whole while ignoring the activities or tasks, and the practical difficulties organisations face while adopting these changes. Price Waterhouse Coopers (2018), in their reports, finds that AI-displaced jobs are approximately equal to the jobs created by AI. Thus, technological changes need to be seen as powerful agents of change in the workplace rather than as a threat leading to pervasive joblessness. These inevitable changes urge organisations and HR leaders to proactively address the potential skill gaps created by technology as well as the needs of workers transitioning into new roles or industries.
While technology is undoubtedly a key driver of change, the impact of shifting workforce demographics cannot be overlooked. The ageing population poses significant challenges for organisations as countries face the prospect of a shrinking workforce and limited labour market growth (ILO, 2019). It is said that the global average age in the labour market will be close to 41 by 2030. This has multiple implications, such as less flexibility to reskill and adapt, leading to increased quitting and stifled innovation and productivity (Kuhn, Milasi and Yoon, 2018). Also, the rise of globalisation is very likely to further intensify global talent flows, prompting organisations to reassess their talent strategies to attract and retain top performers from diverse geographic locations and industries (Pekkala et al., 2016). So, policy-level changes to address the ageing factor and organisational openness to embrace diversity due to greater collaboration are required to prepare for the FoW.
The evolving nature of work brings with it new and disruptive forms of labour organisation, such as the gig economy, remote work, and flexible employment arrangements (Wood et al., 2019). Gig work is characterised by a shift away from traditional, long-term employment towards short-term, project-based engagements that offer increased flexibility and autonomy at the expense of stable employment and social security (Santana and Cobo, 2020). Remote work, on the other hand, has gained significant traction in recent years, fueled by rapid advancements in communication and collaboration technologies that facilitate geographically dispersed teams. Although remote work offers several benefits, such as reduced overhead costs and increased employee satisfaction, it is argued to be a reason for an increase in the number of creative yet clandestine means of surveillance (Aroles, Mitev and Vaujany, 2019). The growing awareness and preference for an improved balance of work and life would require strategic cognizance. This is found to be one of the biggest challenges for women in developed and developing countries (ILO, 2017).
Another macrotrend that is and will continue to greatly influence business transformation and jobs is the wider application of Environmental, Social and Governance (ESG) standards within organisations (World Economic Forum, 2023). The prominence of climate change and the shift of business investment towards sustainable ventures will likely shape the demand for work, its functioning, and its value.
These driving forces pose significant implications for strategic human resource management, as organisations must navigate the complexities of a rapidly transforming labour market and anticipate the future of work (Boxall and Purcell, 2016). The need to adapt traditional HR practises and adopt more agile and innovative approaches to managing employees and harnessing their potential is increasingly becoming a top priority for organisations as they strive to build and maintain a competitive advantage in an ever-evolving environment.
In conclusion, the future of work is being shaped by a complex interplay of driving forces, such as technological advancements, changing workforce demographics, the evolving nature of work itself, and ESG credentials. As organisations grapple with the potential implications of these changes, strategic human resource management plays a critical role in anticipating and addressing the challenges that lie ahead. By understanding these driving forces and adapting their HR practises accordingly, organisations can ultimately harness their employees’ potential and navigate the disruptive forces of change with greater resilience and agility. It is thus important to understand and analyse what the organisations are doing to sail through the changes in the workforce.
3.0 How Work is Managed Strategically in Organizations Right Now
Strategic human resource management (SHRM) has evolved considerably over recent years, with organisations adopting various approaches to effectively manage their workforce and align their HR practises with overarching business objectives (Boxall and Purcell, 2016). Certain contemporary approaches can be observed, such as the focus on employee engagement, the utilisation of lean production principles, flexible work arrangements, and fostering employee participation in decision-making processes.
One of the significant strategic management approaches that organisations are adopting is Agile methodology (Denning, 2018). Agile practises involve teams collaborating in the decision-making processes, utilising flexibility, and emphasising continuous learning and improvement cycles. This methodology allows organisations to adapt to rapid changes in both the market and their internal structure more effectively. However, the adoption of agile methodologies raises certain questions regarding the boundaries and authority of middle managers, who traditionally held decision-making power in an organisation and can act as hindrances to the agile approach (Woollacott, 2019). This delegation of authority to the team level may be seen as a dilution of control for some middle managers, leading to resistance to change. Despite this, a lot of companies like Spotify, ING, and Siemens have successfully implemented Agile practises, attributing them to improved communications and quicker decision-making (Denning, 2018).
Lean production principles have gained widespread adoption among organisations as they seek to optimise operational efficiency and minimise waste while still maintaining quality (Ohno and Bodek, 2019). Rooted in the Toyota Production System, lean methods involve streamlining processes and aligning resources to deliver value to customers more effectively (Womack and Jones, 2003). By encouraging employee participation and cross-functional collaboration, these principles have also promoted a more engaged and dexterous workforce capable of helping identify and resolve operational issues (James P. Womack, Daniel T. Jones and Roos, 1992). However, resistance from employees and questions about the viability of lean projects have been expressed in other contexts, such as the health sector (McCann et al., 2015).
Flexible work arrangements have become increasingly prevalent in recent years, driven by the growing recognition of their potential benefits for both employers and employees (Vereycken, Ramioul and Hermans, 2021). Flexible scheduling, telework, and part-time work models offer employees greater autonomy and work-life balance while facilitating organisational agility and cost savings. However, these arrangements also bring challenges, such as maintaining effective communication and managing performance across diverse schedules and locations.
Diversity and inclusion have emerged as critical factors in work management strategies. Organisations recognise the value of diverse perspectives and experiences in driving innovation and decision-making (Shore et al., 2011). However, a competing idea suggests that the mere presence of diversity does not guarantee inclusivity or equal opportunities. In some cases, diversity initiatives may become tokenistic, resulting in underrepresentation of certain prominent groups and overrepresentation of underrepresented groups, as well as unwanted signalling of help requirements for the underrepresented (Dover, Kaiser and Major, 2020). Organisations need to move beyond surface-level diversity and create inclusive cultures that embrace and amplify the voices of all employees.
Presently, regulatory frameworks and policies play a critical role in shaping the ways organisations manage work and engage with employees. Governments and regulatory bodies have increasingly focused on promoting fair labour practises, ensuring workplace safety, and protecting workers’ rights (ILO, 2017). Organisations currently have to navigate complex and ever-evolving regulatory landscapes, balancing the need to comply with regulations while still maintaining flexibility and adaptability in their work arrangements. Trade unions also play a role in shaping the contemporary management of work, advocating for workers’ rights, and influencing the development of legislation and labour policies at local, national, and international levels, but they are prevalent mainly in the public sector and are losing their sheen outside of it (Collins, 2015). Machin and Wood (2005) find in the case of British workplaces that trade unions and HRM practises have a complementary relationship. The question here is the effectiveness of existing trade unions and, most importantly, the necessity for them (owing to managerial exploitation tendencies), which needs a thorough analysis by modern management.
In summary, the strategic management of work in organisations today is characterised by a combination of factors, including an emphasis on employee engagement, the adoption of agile and lean production principles, flexible work arrangements, diversity and inclusion, and compliance with regulatory policies. As the future of work unfolds, organisations must continuously adapt their HR strategies, balancing competing demands of flexibility, innovation, and regulatory compliance, to remain at the forefront of emerging trends and build resilient workforces equipped to tackle the challenges ahead. In order to do that, business managers should contemplate their current practises and compare them with the demands of the future.
4.0 Comparison of Anticipated Changes and Current Practices
The present state of work management in organisations and the driving forces reshaping the future of work reveal both alignment and discrepancies, necessitating close analysis for strategic human resource management. By critically comparing the anticipated changes with current practises, organisations can better prepare for unprecedented transformations in the workforce landscape.
A primary factor driving change in the future of work, as identified previously, is the technological advancement in areas such as artificial intelligence and automation. While many current practises embrace technology, understanding the potential implications of widespread job displacement (and a shift in labour demand towards more complex, non-routine tasks that require higher-order cognitive and social skills (ILO, 2019)) due to automation and leveraging technology as an agent for change rather than a threat becomes crucial. The World Economic Forum’s (2023) report suggesting the possibility of generative AI taking over fifty percent of the automatable tasks within the next decade calls for a strategic approach to managing the ethical and social repercussions of human replacement. Organisations incorporating Agile methodologies align well with the emerging technology-driven environment where efficiency and productivity requirements are paramount; nevertheless, adequately preparing employees for potential skill gaps and new industry roles remains relevant.
The ageing population, which has a significant impact on workforce demographics, is another area of discrepancy between anticipated changes and current practises. As older workers delay retirement, organisations must reconsider their human resource management strategies to accommodate different generations, including issues related to age discrimination, skill updating, career transitions, and pension schemes. Walwei and Deller (2021) find in the case of Sweden that having a long career and retiring later depend most heavily on having good health and a high level of education. The implication of this for modern management is that their current methods of fostering diversity and inclusion need to be even broader to address these issues. A mere superficial engagement with inclusivity will have to be reconstructed.
One of the crucial differences in the future of work lies in the emergence of non-standard employment arrangements, such as gig and remote work. According to (Wood et al., 2019), these forms of employment offer workers more flexibility and autonomy but can also expose them to uncertainty, income instability, and a lack of social protections. Smith and McBride (2021) state that there is managerial inflexibility when it comes to work-life balance considerations. For instance, low-paid workers with multiple jobs might have to seek approval from multiple line managers to ease their work-life balance. This points to the precarious nature of non-standard work. In contrast, traditional employee-employer relationships appear to provide better job security, career prospects, and welfare benefits.
Also, data protection and privacy remain important areas, especially in the coming years owing to digitization trends. Businesses will have to be extremely cautious when it comes to data-specific rights of the individual, and constant tracking of personnel for productivity measurement or any other purpose will be interpreted as a serious rights violation. Zuboff (2020) calls this corporate characteristic "surveillance capitalism.  
The future of work presents profound implications for human resource management. Companies must reconsider performance appraisal systems, compensation schemes, and hiring strategies. Remote work challenges direct supervision. Reskilling and upskilling are crucial to coping with job displacement. Employee well-being is critical due to stressors from evolving work structures. Traditional labour protection mechanisms may become obsolete, necessitating adaptive strategies by trade unions. Governments should develop comprehensive regulations and social protection systems for emerging work structures. Overall, a critical examination and adaptation of existing practises are essential to navigating the future of work effectively.
In conclusion, anticipated changes in the future of work significantly contrast with current practises, posing risks and opportunities for both organisations and employees. By examining the effects of technological advancements, demographic shifts, and changing work structures, human resource management can adapt its strategies to better support the workforce and organisational success. However, this transition will require collaborative efforts among academics, practitioners, and policymakers to ensure that the future of work remains inclusive, sustainable, and desirable for all.