2025, Vol. 6, Special Issue 2
AI in employee wellness and sustainable work-life balance in the digital age
Author(s): Dasari Saikeerthi, Konduru Siva Naga Prasad, Jonnalagadda Sahithya and Kamasani Vishnuvardhan Reddy
Abstract: In today's digital era, more and more organisations are counting on artificial intelligence (AI) to ameliorate hand heartiness and achieve a sustainable work-life balance. This paper explores how AI-powered results are changing the way ultramodern companies watch for their workers physical, internal, and emotional health, all while aligning with wider pretensions of sustainability and productivity: machine learning, natural language treatment and future indicative analysis. Reactive health measures provide immediate mental health care for visionary care, chatbots, portable equipment and virtual health assistants, while real health monitoring is done in real time. In addition to increasing employee involvement, these technologies help develop a more health-orientated and flexible workforce. These technologies not only increase hand engagement but also foster a more flexible and health-conscious staff. Likewise, AI aids flexible work arrangements by perfecting workflows, optimising task distribution, and enabling smart scheduling, reducing hand load and combating digital fatigue. Employers can acquire significant receptivity into work patterns by enforcing behavioural analytics, allowing them to produce balanced work surroundings that promote both professional performance and particular well-being. Still, the use of AI in heartiness raises ethical enterprises about data sequestration, surveillance, and algorithmic bias. The study emphasises the significance of resolving these ethical enterprises as we go forward.
DOI: 10.22271/27084515.2025.v6.i2Sc.695
Pages: 211-215 | Views: 118 | Downloads: 32
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How to cite this article:
Dasari Saikeerthi, Konduru Siva Naga Prasad, Jonnalagadda Sahithya, Kamasani Vishnuvardhan Reddy. AI in employee wellness and sustainable work-life balance in the digital age. Asian J Manage Commerce 2025;6(2S):211-215. DOI: 10.22271/27084515.2025.v6.i2Sc.695
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