Balancing Innovation and Well-being: AI Tools and Their Impact on Employee Happiness

Sandeep Kumar Gupta, T. S. Saranya (), Richa Srivastava, Gurpreet Kaur, Gayathri Raj, Niyati, Sneha Susan and Rijo S. John
Additional contact information
Sandeep Kumar Gupta: Mohan Babu University
T. S. Saranya: Head of the Institute, AIBHAS, Amity University Bengaluru
Richa Srivastava: Noida International University
Gurpreet Kaur: Noida International University
Gayathri Raj: Independent Researcher
Niyati: Noida Institute of Engineering and Technology
Sneha Susan: Independent Researcher
Rijo S. John: Independent Researcher

A chapter in Proceedings of the International Conference on Artificial Intelligence in Management for Business and Industrial Growth (AIMBIG 2025), 2025, pp 262-286 from Springer

Abstract: Abstract Artificial Intelligence (AI) is reshaping the parameters of the modern workplace, presenting new opportunities, and, at the same time, more obstacles in the realm of employee well-being. This paper discusses the duality of AI's impact on employee happiness with a focus on how an AI tool impacts indices of happiness including job satisfaction, stress, productivity, morale, and work-life balance. While AI is positive in reducing job tasks related to routine work, increasing mental health support, optimizing workloads, and the possibility for personalization in learning and career development, they also cause employees to be concerned about job security (with layoffs), being surveilled more (using AI styles tracking), and less opportunities for human to human contact. Using rigorous interdisciplinary review literature in connection with examples on two fundamental employee AI scenarios, this paper seeks to conceptualize both positive and negative outcomes of AI implementation and utilization through four sectors and demographics. We also described uneven AI adoption, ethical and psychological issues, associated with AI utilization. The paper proposed strategic frameworks to catalyze more prosocial AI implementation. Recommendations suggested to organizations involved with human resources, instruction, science, working, and learning are: (i) consistently use human-centered design in producing AI tools; (ii) pursue organizational development and implementation procedures, with transparency, to employ AI; (iii) offer continual training for employees and researchers using AI; and (iv) strategies to counter-balance possible amorphous bias with the use of AI tracking on the job role. If organizations operate in a humans-as-hardware context if not even beyond and thus, AI can be more seen as supportive and enabling in relation to humans capabilities if not threatening the opportunities for employment and equality position of humans. This article maintains that AI can change hostile environments if used properly, that are not only more efficient but also more humane, inclusive, and fulfilling.

Keywords: Artificial Intelligence (AI); Employee Well-Being; Workplace Productivity; Job Satisfaction; AI Ethics; Work-Life Balance; Human-Centric AI (search for similar items in EconPapers)
Date: 2025
References: Add references at CitEc
Citations:

There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:spr:advbcp:978-94-6463-898-1_20

Ordering information: This item can be ordered from
http://www.springer.com/9789464638981

DOI: 10.2991/978-94-6463-898-1_20

Access Statistics for this chapter

More chapters in Advances in Economics, Business and Management Research from Springer
Bibliographic data for series maintained by Sonal Shukla () and Springer Nature Abstracting and Indexing ().