Abstract: The telecommunications sector is undergoing rapid technological transformation, accompanied by intense performance demands, role ambiguity, and elevated stress levels among employees. These pressures have escalated challenges related to employee wellbeing, making it imperative for telecom organizations to adopt people-centric Human Resource Management (HRM) strategies. Despite the established role of HRM in enhancing organizational performance, its specific impact on employee wellbeing in high-pressure sectors like telecom has received limited theoretical attention. This study addresses that gap by proposing a conceptual framework linking key HRM practices—training and development, performance appraisal, rewards and recognition, employee participation, and work-life balance—with employee wellbeing outcomes, including job satisfaction, psychological health, and organizational commitment. Grounded in Social Exchange Theory, the Job Demands–Resources Model, and Self-Determination Theory, the framework posits that HRM practices influence employee wellbeing indirectly through mediators such as job satisfaction and employee engagement, and are further moderated by contextual factors like organizational culture and leadership style. This conceptual model aims to steer future empirical research and offers actionable insights for HR professionals seeking to retain talent, reduce burnout, and foster sustainable workforce engagement in telecom environments.

Keywords: Human Resource Management, Employee Wellbeing, Telecom Sector, Job Satisfaction, JD-R Model, Social Exchange Theory, Self-Determination Theory.