The Role of Self-Management in Reducing Job Stress among Arts Industry Employees: Qualitative Literature Analysis

This study examines the role of self-management in reducing job stress among employees in the arts industry, a sector characterized by irregular schedules, creative pressure, emotional labor, and unstable employment. Unlike traditional workplaces, arts employees frequently navigate project-based work, public evaluation, and high demands for originality, resulting in chronic stress. Through a systematic literature review, this research synthesizes evidence from behavioral science, psychology, and creative industry studies to identify how self-management supports stress reduction. The review highlights four core mechanisms: emotional self-egulation, time and task management, cognitive self-management, and self-motivation with goal setting. Emotional regulation helps employees manage fear, rejection, and performance pressure, while structured time management reduces overload and improves focus in multitasking environments. Cognitive self-management—including reframing, self-monitoring, and reducing negative thinking—supports resilience against perfectionism and performance anxiety. Self-motivation and goal setting strengthen persistence and intrinsic engagement in uncertain career paths. Findings indicate that self-management enhances psychological stability, productivity, and well-being, offering a practical coping framework for creative workers. The study concludes that self-management is a critical intervention area for arts organizations and HR practitioners seeking to reduce stress and build healthier work environments. These insights expand the literature by addressing a unique workforce with distinct emotional and cognitive demands.