STRESS MANAGEMENT AS A STRATEGIC REQUIREMENT OF ORGANIZATIONAL DEVELOPMENT

Abstract

Scientific approaches to the essence of "stress" are generalized, defining it as a universal, non-specific response that mobilizes the body's adaptive resources. However, when the individual's critical limit is chronically exceeded, it leads to exhaustion and disorganization of psycho-physiological functions, substantially reducing the quality of life and professional activity.

The main stress factors are analyzed and classified: external (physical, situational), primary needs, workload (overload/underload, unclear instructions), social (conflict, isolation), and intra-personal (value conflicts, motivational conflicts).

It is established that the occurrence and successful coping with stress depend not so much on objective circumstances (external factors) but primarily on the subjective assessment and the individual’s readiness to withstand challenges (internal characteristics). The study highlights that stress induces critical changes in mental states, affecting feelings, attention, will, and thinking, which substantially reduce the quality of performance and creativity.

The evolution of modern stress management is investigated as a proactive system aimed at forecasting, analysis, and control of negative states, shifting the focus from simply overcoming deviations to prevention.

A key strategic solution is proposed for organizational development: the mandatory integration of Employee Assistance Programs (EAP) and Wellbeing-programs into modern corporate culture. EAPs are focused on the correction of existing issues, promoting productivity, reducing burnout, and increasing loyalty. Wellbeing-programs adopt a broader scope, encompassing both physical and mental health, primarily playing a preventive role to elevate overall stress resistance.

It is established that investment in personnel well-being, which includes mental health support and Work-Life Balance, has a direct positive impact on core business indicators (e.g., productivity, HR-brand, and customer focus). Effective implementation of these programs requires a systemic approach including needs diagnosis, strategic planning, top management involvement, and continuous monitoring, ensuring the enterprise's sustainability and competitiveness.