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stimulate different forms of coping. The results also imply that team members' adoption of a collective coping response signifies the team-level techniques underlying the differential effects of challenge and hindrance stressors on behavioral, cognitive, and affective outcomes.

The aforementioned line of investigation supported the study conducted by Umiker (1992) which illustrated that 'Individuals who feel that they are in control of their jobs and their futures, are better able to handle stress. Also that these empowered workers become more productive out of being in control'.

Results of another study presented by Bushe & et al. (1996) authenticate the positive and encouraging affects of employee empowerment which were congregated from increased customer satisfaction and innovation regardless of occupational grouping. Further he says that stress was reduced when a person did no longer have to report to someone daily. When employees are empowered, they take the control over their work which gives them a higher sense of accomplishment. The purpose of empowered work teams in Bushe et al. (1996) research was to reduce costs through fewer overheads and to speed up problem resolution. The organizational outcomes were increased productivity and efficiencies mainly because of quicker response rates through empowerment and removal of organizational barriers. The research also concluded that automation has left workers virtually on call 24 hours a day and has shortened the turnaround time from project conception to completion. Many workers work ten hours a day and corporate restructuring makes them anxious about their job security. Symptoms of these stressed workers included drops in productivity, changes in work attitude, low morale and increased absenteeism.

Reese (1997) Stress is a mental and physical condition, which have an effect on an individual's productivity, effectiveness, personal health and quality of work. Job stress's victims go through lowered quality of work life and job satisfaction. The harmful and costly consequences of stress demonstrate the need of strategies to limit stressors within the organization. Organizations that do not adopt strategies to alleviate stress may find their employees looking elsewhere for better opportunities. The impact of stress from overwork, long hours at work and work intensification has had a major and often devastating effect on organizations of developed nations. In America job stress alone costs American business an estimated $200 billion annually, the UK ￡63 billion and Australia $15 billion. This is the cost for compensation claims, reduced productivity, absenteeism, added health insurance costs and direct medical expenses for stress related illnesses. A recent American Management Association survey of 292 member firms revealed that per capita disability claims tend to increase when positions are eliminated. The survey, which dealt with layoffs between 1990 and 1995, found that the illnesses disabled workers sought treatment for gastrointestinal problems, mental disorders and substance abuse, hypertension and the like were stress related.

Shahu & Gole, (2008) have conducted a study to examine the effect of job stress and job satisfaction on performance. The participants for本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。