HR – MANAGING JOB STRESS

Abstract

The term "stress" can be described as the brain and body's unexpected and unanticipated reaction to changes. Stress is a type of self-inflicted suffering that occurs in the mind. It fluctuates depending on the scenario and the environment. Contemporary human resource management (HRM) needs to be reinvented in light of future work issues, including continuous production, regeneration, and renewal of human resources, shifting from utilizing to creating human resources by integrating the principle of sustainability. As a result, sustainable HRM is viewed as a natural evolution of strategic human resources, giving a fresh perspective on human resource management. The employment rate is always evolving, and atypical work is becoming increasingly important, especially in these times of coronavirus limitations. In this context, the goal of this paper is to look into the relationship between employee progress and worktime and workspace adaptability as significant aspects of sustainable HRM, job satisfaction, and job performance in order to figure out how to re-evaluate HRM in the face of "future work" problems. Furthermore, the paper investigates the impact of various types of flexibility—contractual, functional, working time, and workspace flexibility—in order to get the attention of employee development and flexibility as essential aspects of sustainable HRM in enhancing work satisfaction. Additionally, binary logistic regression models were used to assess the impacts including both individual and staff flexibility on work satisfaction. The effect of new different kinds of workspaces (flex office, co-working, total home office, partial home office—FO, CW, HOT, HOP) on job performance, job satisfaction, business outcomes, professional growth and development, social and professional relationships, and personal professional performance, as well as on entire work motivation, is a specific focus of this research.