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Stream/Area:
-
Subject:
-
Paper ID:
IJSREM64437
Volume:
10 |
6 |
Jun 2026
Pages:
1-15
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.
Management Studies
Al-Barkaat Institute of Management Studies AKTU
Management Studies
Al-Barkaat Institute of Management Studies AKTU
Management
Mangalayatan University
At the nexus of public health, education, and organizational management, mental health among Indian youth has become a crucial issue. With over 600 million people under 25, India's enormous demographic dividend makes youth mental health a strategic management requirement that directly affects labour productivity, organizational performance, educational outcomes, and the sustainability of the country's economy, among other to investigate the multifaceted determinants of mental health among Indian adolescents. This thorough analysis synthesizes data from epidemiological studies, organizational behaviour research, human resource management literature, and policy analyses published mostly between 2018 and 2025. The study examines the psychological, socioeconomic, cultural, and organizational factors that influence the mental health outcomes of young Indians between the ages of 15 and 35. The results show that the main factors contributing to poor mental health in this group include academic pressure, competitive exams, workplace stress, social media exposure, gender inequity, stigma, and insufficient organizational mental health frameworks. On the other hand, protective measures include digital mental health therapies, organizational Employee Assistance Programs (EAPs), social support networks, and culturally sensitive management techniques. The analysis offers a strategic management framework for institutional and organizational responses and critically assesses India's changing regulatory environment, particularly the Mental Healthcare Act of 2017 and the Tele-MANAS program. In order to create psychologically healthy conditions for India's youth, the report ends with evidence-based suggestions for HR professionals, educational authorities, and legislators.
KEYWORDS
Youth mental health in India is at once a human rights necessity, a public health emergency, and a strategic management challenge. The potential revolutionary advantage of India's large youth population, known as the "demographic dividend," depends on the mental health of those youth in their families, communities, businesses, and educational institutions. However, the evidence examined in this study shows a significant treatment gap, deeply ingrained stigma, insufficient organizational responses, and systemic policy failures that cumulatively deprive most young Indians of the mental health care they require. In this crisis, the management sector has special clout. Young people spend a significant amount of their formative years in organizations, both corporate and educational, where the working and learning environments either support or compromise psychological well-being. Organizations may significantly reduce the gap between need and provision for young employees and students by making strategic investments in EAPs, mentally healthy HR policies, leadership development, anti-stigma cultures, digital mental health technologies, and evidence-based interventions. This calls for a paradigm change, whereby young mental health is acknowledged as a strategic goal at the organizational core rather than as a welfare issue on the organization's perimeter. This argument has already been presented at the national policy level in India's Economic Survey 2024–2025. It is now up to management academics, HR professionals, educational administrators, and organizational leaders to turn this understanding into tangible, long-term, and assessed action. The data is unambiguous: investing in the mental health of India's youth is not an expense; rather, it is the most significant investment that Indian companies can make in their own and their nation's future.
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Publication Date
6/2/2026
Peer Review Type
Double-Blind Peer Review
Review Rounds: 2
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