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Stream/Area:
-
Subject:
-
Paper ID:
IJSREM67545
Volume:
10 |
9 |
Sep 2026
Pages:
1-13
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 Studies -MBA
Karpagam College of Engineering
Department of Management Studies -MBA
Karpagam College of Engineering
Department of Management Studies -MBA
Karpagam College of Engineering
Department of Management Studies -MBA
Karpagam College of Engineering
Department of Management Studies -MBA
Karpagam College of Engineering
Department of Management
Karpagam Academy of Higer Education
Digital workplace transformation has changed the way employees communicate, perform tasks, access information and maintain work relationships. In Tamil Nadu, organizations in major urban and industrial centres such as Chennai, Coimbatore and Salem are increasingly using digital platforms, cloud-based systems, virtual meetings, artificial intelligence-enabled tools and flexible work arrangements. While these changes can improve speed, flexibility and access to information, they may also increase digital workload, continuous connectivity, techno-stress, role ambiguity and difficulty in maintaining work-life boundaries. The present research is designed to examine how Human Resource Management (HRM) practices can support employee well-being and mental health in a digitally transformed workplace.The proposed study focuses on employees working in selected private-sector organizations in Salem, Coimbatore and Chennai. The study considers HR practices such as employee assistance, counselling support, training and development, flexible work arrangements, supervisor support, workload management, recognition, communication and mental-health awareness. Employee well-being is considered through psychological well-being, work-life balance, perceived stress, job satisfaction and the ability to cope with digital work demands. The study adopts a quantitative survey approach, supported by a structured questionnaire and descriptive and inferential statistical techniques.The literature indicates that mental health at work is closely connected with working conditions and organizational support. The World Health Organization emphasizes organizational interventions, manager training, worker training and individual interventions as important components of workplace mental-health promotion. Recent Indian research also identifies technostress, work-life balance and perceived organizational support as important issues in technology-intensive work environments. A recent study specifically conducted in the IT sector of Coimbatore examined employee wellness programmes and highlighted participation and awareness as important practical concerns.For demonstration of the proposed analytical format, this paper includes an illustrative dataset of 300 respondents distributed equally across the three study locations. The illustrative analysis is not presented as actual field evidence. It is included to show how tables, charts and discussion may be written after the researcher collects and verifies the primary data. The proposed research is expected to contribute a Tamil Nadu-specific perspective to the discussion on digital workplace transformation and the responsibility of HRM in creating psychologically supportive workplaces.
KEYWORDS
Digital workplace transformation is now an important part of organizational life. The transformation changes not only the technology used by employees but also the speed of work, communication patterns, skill requirements and boundaries between work and personal life. Therefore, employee well-being needs to be treated as an integral part of digital transformation rather than as a separate welfare activity. The present research framework focuses on Salem, Coimbatore and Chennai in Tamil Nadu to understand the role of HRM practices in promoting mental health and employee well-being. The study proposes that HR practices such as training, workload management, supervisor support, flexibility, counselling, recognition and mental-health awareness can act as organizational resources in a digitally demanding workplace. The literature provides a strong basis for this research. WHO guidance emphasizes organizational interventions and training for managers and workers. Recent Indian studies demonstrate that technostress, work-life balance, resilience and organizational support are relevant to employee outcomes. Research from Coimbatore also shows that wellness programmes may face limitations related to awareness and participation. The most important conclusion from the proposed research perspective is that HR should move from a reactive approach to a preventive approach. Instead of waiting for employees to report severe stress, organizations can monitor workload, provide training before major technology changes, create clear digital communication norms and make mental-health support accessible. At the same time, employees should have opportunities to provide feedback on how digital transformation is affecting their work. The final research contribution will depend on the actual field survey. The illustrative tables and figures in this document provide the structure for reporting results, but they must not be treated as primary evidence. Once actual data from employees in Salem, Coimbatore and Chennai are collected, the researcher can test the hypotheses and establish whether the observed relationships are statistically significant.
[1] World Health Organization. (2022). WHO guidelines on mental health at work. Geneva: World Health Organization. ISBN 978-92-4-005305-2. [2] World Health Organization & International Labour Organization. (2022). Mental health at work: Policy brief. Geneva: WHO/ILO. [3] Sreenivasan, G., & Deepa, R. (2024). Impact of Employee Wellness Programs on Employee Mental Health in the IT Sector of Coimbatore. Journal of Contemporary Research in Management, 19(2), 1–12. [4] De, V. D., & Logeswari, R. (2026). Technostress at Workplace with Special Reference to IT Sector in India. International Journal on Research and Development – A Management Review, 15(1), 358–361. https://doi.org/10.65521/ijrdmr.v15i1.2459 [5] V, Muralidharan, et al. “Supporting Dual Role Employees through Caregiver Focused HR Practices - A Job Demands Resources Perspective on Well Being, Engagement, and Productivity.” International Scientific Journal of Engineering and Management, edited by , vol. 05, no. 07, July 2026, pp. 1–9. Crossref, https://doi.org/10.55041/isjem08383. [6] Janani, R., et al. “Explainable Machine Learning Framework for Predicting Caregiver Employee Productivity and Well-Being.” SHS Web of Conferences, edited by , vol. 237, 2026, p. 9001. Crossref, https://doi.org/10.1051/shsconf/202623709001. [7] Pothuganti, S. K., Ramachandra, G. P., & Devi, R. V. (2025). The impact of technostress on employee engagement and well-being. Human Systems Management, 44(5), 819–835. https://doi.org/10.1177/01672533251331503 [8] Sharma, I., et al. (2023/2025 publication cycle). Examining the nexus between technostress and turnover intention: The moderating influence of PsyCap in Indian information management contexts. Journal of Enterprise Information Management, 38(2), 450–473. [9] Recent Indian IT research (2026). Competing strain and resource pathways linking AI-enabled work systems to employee wellbeing. Frontiers in Artificial Intelligence. https://doi.org/10.3389/frai.2026.1922774 [10] Recent systematic review (2026). Technostress and employee well-being: A systematic review of empirical evidence. Computers in Human Behavior Reports, 21, 100941. https://doi.org/10.1016/j.chbr.2026.100941
Publication Date
9/29/2026
Peer Review Type
Double-Blind Peer Review
Review Rounds: 2
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