Innovative HRM Practices and Stress Management

The utilization of technology in professional environments and its effect on well-being are subjects of mounting interest among individuals, organi- zations, and societies. Conceptually, the attribution of well-being at its broadest level combines the concepts of “feeling good” and “functioning effectively.” Attention to well-being has become a global concern for individ- uals, organizations, and states alike. The UN has included “Good Health and Well-being” among its SDGs. This phenomenon carries profound implica- tions for organizational entities, as evidenced by numerous studies that point to work-related stress as a primary contributor to long-term absenteeism. At both the individual and organizational levels, it is necessary to acknowl- edge that job quality plays a crucial role in determining employee satisfac- tion and productivity. Consequently, it is imperative that HR practices are meticulously formulated to engender work environments that are conducive to well-being. In addition to major demographic trends that may influence workplace well-being – such as an ageing workforce and the growing empha- sis on extending working life (Vickerstaff et al., 2008; Loretto & Vickerstaff, 2013), increased geographical mobility of the labour force (Redman et al., 2009), and concerns about job insecurity (De Cuyper et al., 2008) – the intensive use of technology has made HRM an increasingly complex practice (Galdiero & Zifaro, 2025). Consequently, employee well-being is becoming central to HR management and is closely linked to key outcomes such as corporate performance. Consequently, innovative policies can be adopted to mitigate the negative effects of technology use in the workplace. The present chapter seeks to examine which HR practices are most effective across differ- ent organizational contexts to maximize positive outcomes for well-being, given the ever-growing technological intensity within organizations. These dynamics have precipitated substantial changes that are reshaping both the role of HR professionals and their practices. These changes occur within the broader transformation of the nature of work itself.