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Stream/Area:
-
Subject:
-
Paper ID:
IJSREM67609
Volume:
10 |
9 |
Sep 2026
Pages:
1-8
Publication Frequency:
Monthly (12 issues per year)
License:International Journal of Scientific Research in Engineering and Management follows the Creative Commons Attribution 4.0 (CC BY 4.0) License, allowing free use and distribution with proper attribution.
department of management
VIKRANT UNIVERSITY, GWALIOR
department of management
VIKRANT UNIVERSITY, GWALIOR
Workplace stress has become an important organizational and human resource management concern, particularly in industrial environments characterized by production targets, shift work, workload pressures, occupational hazards, time constraints, and changing technological requirements. Human Resource (HR) departments play a significant role in identifying workplace stressors and developing organizational mechanisms to prevent and manage them. This research paper examines HR-driven stress management practices in the industrial workforce, with particular emphasis on workload management, employee counselling, training and development, employee participation, work-life balance initiatives, communication, health and wellness programmes, supervisor support, and grievance-handling mechanisms. The paper adopts a descriptive and analytical approach based on a review of academic literature and reports from international occupational-health organizations. The analysis indicates that stress management is more effective when organizations address the underlying causes of workplace stress rather than relying exclusively on individual coping programmes. The International Labour Organization identifies workload, work pace, limited job control, poor communication, inadequate support, unclear roles, job insecurity, and work-life conflict among important psychosocial risks. International Labour Organization Evidence reviewed by the U.S. National Institute for Occupational Safety and Health (NIOSH) similarly emphasizes organizational interventions alongside individual stress-management measures. CDC+1 The paper concludes that HR departments should adopt an integrated approach combining preventive organizational measures with employee-level support. Regular stress assessment, employee participation, supportive supervision, appropriate job design, effective communication, counselling, and continuous evaluation can contribute to healthier and more sustainable industrial workplaces.
KEYWORDS
Workplace stress represents an important challenge for industrial organizations because it is influenced by the interaction between job demands, organizational systems, management practices, and employee resources. HR departments can play a central role in addressing this challenge through effective workload management, supportive supervision, employee participation, counselling, training, communication, workalso require attention. The ILO emphasizes prevention and comprehensive psychosocial risk management, while NIOSH supports combining organizational changes with individual stress-management measures. -life balance measures, and health and wellness programmes. The evidence reviewed in this paper indicates that stress management should not be limited to teaching employees how to cope with stressful situations. Organizational sources of stress—including excessive workload, limited control, poor communication, unclear roles, inadequate support, and inappropriate working arrangements—also require attention. The ILO emphasizes prevention and comprehensive psychosocial risk management, while NIOSH supports combining organizational changes with individual stress-management measures. International Labour Organization+1 Therefore, HR-driven stress management should be treated as a continuous organizational process involving identification, prevention, intervention, employee participation, and evaluation. An integrated approach can help organizations create healthier working conditions while supporting employee well-being and sustainable organizational performance.
Bakker, A. B., & Demerouti, E. (2007). The Job Demands-Resources model: State of the art. Journal of Managerial Psychology, 22(3), 309–328. DOI International Labour Organization. (2022). Psychosocial risks and stress at work. International Labour Organization International Labour Organization. (2026). The psychosocial working environment: Global developments and pathways for action. International Labour Organization National Institute for Occupational Safety and Health. (1999). STRESS...At Work. Centers for Disease Control and Prevention. CDC National Institute for Occupational Safety and Health. (2019). Exploring Individual and Organizational Stress-reducing Interventions across Industries. Centers for Disease Control and Prevention. CDC World Health Organization. (2022). Guidelines on mental health at work. World Health Organization World Health Organization. (2003). Work organisation and stress: Systematic problem approaches for employers, managers and trade union representatives. World Health Organization
Publication Date
9/30/2026
Peer Review Type
Double-Blind Peer Review
Review Rounds: 2
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Conflict of Interest
The authors declare no conflict of interest related to this research work.
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