Work overload, and an increase in responsibility would increase stress and have a depressing and demolishing influences on employees’ performance and productivity (Qasim, Javed, ; Shafi, 2014). Similarly, Hwang et al. (2014) studied the power of occupational stress on employees’ turnover. Stress is actually a physical and psychological state that rose in many situations and have viewed as a determinative part of a person.
He tries to illustrate in the literature that stress has a negative impact on employees’ personal lives. As the stress decreases the productivity, self-esteem, and job performance of the employees. If coping strategies are negatively related to high stress, they may be effective but if they are positively related, they are ineffective and would increase stress. Therefore, it is important to understand both the stressors and the coping strategies that predict high levels of stress, and also to decide whether some coping strategies moderate the connection of stressors to stress (Morash, Kwak, Hoffman,Lee, Cho,; Moon,2008).
There has been a developing recognition of job stress as an important occupational health issue (Antoniou et al., 2003;Johnson et al., 2005). Evidence show that a higher level of unchecked and unmanaged job stress can lead to reducing quality, productivity, and creativity of employees also employees’ health, well-being, and morale, and contributes to a signi?cant portion of worker compensation claims and health-care costs (Antoniou et al., 2003&Burton et al., 2008). Therefore, Anderson et al. & Dooris et al. &Goetzel et al., (2002&2008) found that some of the critical research questions in people management today turn around speci?c policies, practices, programmes, or strategic interventions that appear to in?uence employee stress.
The literature explains that a high level of stress would affect personal health and also impaired individual functioning in the workplace (Cooper and Marshall, 1976&Stowell et al., 2008). Previous research provides evidence that a higher level of stress is associated with the decreased capacity to perform, dampened initiative and reduced interest in working, increased rigidity of thought, and a lack of concern for the organization and colleagues (Cooper and Marshall, 1976&Dua, 1994&Stowell et al., 2008).
