Article 5 - Stitching Support into the System – The Role of HR in Stress Prevention

 

Introduction: Where Does Support Begin?

In many Sri Lankan apparel factories, stress management is treated like damage control respond only when someone breaks down. But isn’t prevention better than cure?

This blog explores how HR departments can become proactive partners in managing and preventing stress especially in high-pressure production environments where deadlines, quality audits, and buyer expectations collide.

Stress in the Apparel Sector: A Daily Fabric

Employees working in sewing lines, quality control, merchandising, or HR itself face:

  • Rigid KPIs & unrealistic production targets

  • Unpredictable OT demands

  • Managerial micromanagement

  • Limited mental health awareness

These conditions create chronic stress if HR systems fail to identify and respond early.


Real Example: MAS Holdings – HR’s Proactive Turn

MAS Intimates (Thurulie factory) implemented a “Wellness First” framework in 2021, guided by their HR division:

  • Daily wellness huddles

  • Trained “mental health first aiders”

  • HR-led grievance redressal forums

  • Partnership with National Institute of Mental Health for free counselling

Result: 29% reduction in reported burnout cases over 9 months (MAS internal report, 2022)

This shows HR’s potential to shift from administrative to care-focused roles.


Theoretical Insight: Kehoe (2008) – HR as Strategic Enabler

Kehoe (2008) argues that HR must move beyond “hiring and firing” to become enablers of organisational wellbeing, embedding stress prevention into:

  • Job design

  • Performance reviews

  • Managerial coaching

  • Culture shaping

“HRM should be considered not as a control mechanism but as a support mechanism.”
(Kehoe, 2008)



Supporting Literature: HR & Personal Management

  • Mullins (2019) stresses that stress-reducing policies and open communication must be HR-led.

  • Hayes (2022) advocates for change management models that involve employee emotional needs, not just process redesign.

  • Bloisi et al. (2007) highlight that stress management programs succeed only when HR aligns with personal management practices like career guidance and conflict mediation.


HR-Led Stress Management Ideas for Apparel Companies

InitiativeDescriptionBenefit
💬 Mental Health Awareness DaysMonthly HR-led events to destigmatize seeking helpBoosts psychological safety
🛠️ Stress HotlinesAnonymous, confidential support lines managed by HRImmediate support in crisis
📋 Flexible Leave PoliciesTailored HR leave solutions for high-stress periods (e.g., audits)Reduces burnout risk
🧠 Line Manager Mental Health TrainingHR trains supervisors on emotional signs of stressEarly intervention
💼 Case Management SystemHR digitally tracks stress-related issues and resolutionsOrganisational learning



Visual Insight: Maslow’s Hierarchy for HR Stress Support

Interpretation in Simple Terms:

  • HR needs to ensure basic conditions (like fair treatment and rest) are met before expecting high performance.

  • Supportive policies allow employees to feel secure, valued, and motivated







Conclusion: HR Should Be the First Line of Defence

When HR steps in early and consistently, stress becomes manageable not toxic. Instead of waiting until someone breaks, HR professionals must:

  • Listen early

  • Design for wellbeing

  • Train for empathy

  • Measure emotional impact

In the fast-paced apparel sector, HR’s role isn’t just transactional—it’s transformational.


Academic References 

  • Bloisi, W., Cook, C.W. and Hunsaker, P.L. (2007). Management and Organisational Behaviour. McGraw-Hill Education.

  • Hayes, J. (2022). The Theory and Practice of Change Management. 6th ed. Macmillan.

  • Kehoe, D. (2008). Managing Performance. CIPD.

  • Mullins, L.J. (2019). Management and Organisational Behaviour. 11th ed. Pearson Education.

  • Northouse, P.G. (2021). Leadership: Theory and Practice. 9th ed. Sage Publications.


Comments

  1. Sajitha PriyanganiJuly 31, 2025 at 10:18 AM

    It is a very thought provoking and long overdue study on stress management in the apparel industry in Sri Lanka. I like the way you have defined the problem not as a reaction to a crisis but as a good initiative of the HR department. The case of MAS Holdings is particularly strong; it points to the clear path on how well-designed and human-driven HR programs can result in actual development. This kind of merging theory and practice, i.e., Kehoe and Maslows models contribute to the depth of the discussion. The ideas which you have suggested such as mental health hotlines and training of managers are not only realistic but also effective. The article can serve as a useful reference manual to any HR department that wants to make the safety of their labor force their top priority in a stressful work sector. Well done.

    ReplyDelete
    Replies
    1. Dhanushka SenavirathnaJuly 31, 2025 at 10:53 AM

      Hey Sajitha, Thank you. I'm really glad you found value in the proactive framing of HR’s role in stress management. The MAS Holdings example was chosen to highlight what's possible when HR shifts from reactive to truly supportive. Your recognition of the balance between theory and practical strategies like Kehoe’s and Maslow’s models really means a lot. I also appreciate your note on the usefulness of tools like hotlines and training. It’s rewarding to know this piece could serve as a helpful guide for HR teams aiming to prioritize well being in demanding environments.

      Delete

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