Rapid technological change, increased rivalry, and changing job patterns have made work-related stress a major challenge for modern firms. Employee performance, well-being, and long-term organizational success are all negatively impacted by ongoing exposure to high job demands, little control, and insufficient organizational support. According to human resources (HR), work-related stress is ingrained in organizational processes, HR regulations, leadership styles, and job designs, and it transcends individual experiences. By combining well-established stress theories with organizational dynamics driven by human resources, this research conceptualizes work-related stress. The main causes of stress that have been found include an unfavorable organizational climate, job instability, work-life imbalance, excessive workload and time pressure, and a lack of managerial assistance. Work-related stress serves as a mediation mechanism connecting HR practices to important employee and organizational outcomes like job satisfaction, psychological well-being, performance, absenteeism, and turnover intentions, according to the study's HR-centered conceptual framework. The study also looks at the effects of work-related stress on HR managers, especially in Indian firms, and highlights the necessity of employee-centered, strategic, and preventive HR interventions. This study adds to the theoretical understanding of work-related stress by placing HR practices at the center of stress generation and management. It also provides a basis for future empirical research aimed at creating organizational systems that are robust and sustainable.