Occupational stress can be characterized as an individual's physical and mental response to a stressor in the environment (Antai-Otong 2001). This stressor can occur either on the mental or emotional states, or on the physical activities performed by an individual. Stress has been described as “any strain that places a mental or physical element beyond its safe level, managing tension within the individual (Cooper & Eaker 1988). As Marisa 2008 points out, some people use the term stress to refer to a horrible manager or an unpleasant circumstance to which they were exposed. Here and there they will be in danger in their work within the organization due to their condition. The number one stressor at work is organizational change. Change is embarrassing for an establishment and for its delegates. There is distrust about what will happen, what knowledge will “look like,” and how delegates think they will fit into the new structure (Mackay 1978, p. 129). Even though many people deal with change, most remember it. There are, however, those who refuse to change. As the old axiom goes, "Most people don't like coins that don't jingle in their pockets." Employees are regularly frightened during times of hierarchical change due to questionable causes of change. They question their abilities to perform in a bleak future (McShane 2012). Organizational managers can apply the force field analysis model as a strategy to weaken opposing forces or to reduce negative stress in the workplace. The force field analysis model can be used for two reasons: to pursue change; or broaden the organization's chance of success by strengthening strength...... middle of paper ......employee turnover (increased recruitment, training and retraining costs), increased employee compensation illness, increased grievances and litigation/compensation costs, etc. These will influence many budgetary issues among employees (Vokic 2007). Managers can apply equity theory. Equity theory suggests that an individual's inspiration is based on what they consider fair in relation to others (Redmond 2010). Managers should provide social benefits by providing employees with sufficient salary, security and protection to make employees feel safe at work, and grant early promotion based on their motivation or experience. For example; Coca-Cola Company strives to achieve world-class welfare status in its assembly and sales operations by developing a safety program and granting fair wages to encourage its employees to live positively and reduce their stress (Kini 2012).