This study investigates the experiences of work-related stress among young employees in high-tech small and medium-sized enterprises in China, a rapidly expanding yet highly competitive sector. Using semi-structured interviews, this research explores how organizational, interpersonal, and individual factors influence employees’ psychological strain, emotional well-being, and turnover intentions. Drawing upon Social Exchange Theory, Conservation of Resources Theory, and the Theory of Organizational Mobility, the study identifies five primary sources of work-related stress: insufficient organizational support, excessive workload and resource demands, interpersonal conflicts and experiences of workplace ostracism, limited opportunities for career development and internal mobility, and challenges in maintaining work-life balance. The findings demonstrate that one-sided or asymmetric social exchanges, depletion of personal and structural resources, and employees’ perceptions of external labor market opportunities play significant roles in shaping stress responses and decisions to remain with or leave the organization. Based on these insights, the study proposes actionable strategies to mitigate stress, including strengthening organizational support and recognition mechanisms, improving resource allocation and workload management, fostering inclusive and collaborative interpersonal environments, providing clear career development pathways, and implementing policies that promote work-life balance and employee autonomy. By integrating theoretical frameworks with empirical evidence from employees’ lived experiences, this study contributes to a more comprehensive understanding of workplace stress dynamics in fast-paced internet enterprises. Furthermore, it provides valuable guidance for managers and human resource practitioners seeking to enhance employee well-being, improve retention, and sustain organizational performance in competitive, high-pressure work environments. The study also highlights the importance of considering both internal organizational practices and external labor market conditions when designing interventions to support young employees’ psychological health and career development.
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