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All Journal Journal of Management Analytical and Solution Journal Of Management Analytical and Solution (JoMAS)
M. Chaerul Rizky
Faculty Of Social Sciences, Panca Budi Development University, Medan, 20128, Indonesia
Decision Sciences, Operations Research & Management Economics, Econometrics & Finance

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Human Resource Management in Managing Toxic Workplaces: A Conceptual Review Fauziah Amanda; M. Chaerul Rizky; Daud Arifin; Grace Tessalonika; Sabam Parulian
Journal Of Management Analytical and Solution (JoMAS) Vol. 6 No. 2 (2026): Journal of Management Analytical and Solution (JoMAS)
Publisher : TALENTA Publisher, Universitas Sumatera Utara

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.32734/jomas.v6i2.25522

Abstract

A toxic workplace is a critical organizational issue characterized by interpersonal conflict, bullying, and unfair managerial practices that significantly impair employee well-being and organizational performance. This study aims to analyze and synthesize the strategic roles of Human Resource Management (HRM) in preventing, managing, and transforming toxic work environments. Employing a qualitative systematic literature review approach, this study analyzed 20 peer-reviewed articles published between 2016 and 2026, drawn from Scopus, Web of Science, and Google Scholar. The theoretical framework integrates the Job Demands-Resources (JD-R) Model, Social Exchange Theory (SET), and Psychological Safety Theory to provide a multi-layered explanation of how HRM functions as both a protective and transformative organizational mechanism. The findings reveal four strategically interrelated HRM roles: (1) Prevention through value-based recruitment and transparent policies; (2) Intervention through anonymous reporting channels and conflict mediation; (3) Mitigation through Employee Assistance Programs and supportive leadership; and (4) Cultural Transformation through developmental performance appraisal and employee engagement. Theoretically, this study extends the JD-R Model to toxic workplace contexts and proposes an integrated four-role conceptual model. Practically, it offers a structured seven-step implementation framework.
Human Resource Management in Managing Toxic Workplaces: A Conceptual Review Fauziah Amanda; M. Chaerul Rizky; Daud Arifin; Grace Tessalonika; Sabam Parulian
Journal Of Management Analytical and Solution (JoMAS) Vol. 6 No. 2 (2026): Journal of Management Analytical and Solution (JoMAS)
Publisher : TALENTA Publisher, Universitas Sumatera Utara

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.32734/jomas.v6i2.25522

Abstract

A toxic workplace is a critical organizational issue characterized by interpersonal conflict, bullying, and unfair managerial practices that significantly impair employee well-being and organizational performance. This study aims to analyze and synthesize the strategic roles of Human Resource Management (HRM) in preventing, managing, and transforming toxic work environments. Employing a qualitative systematic literature review approach, this study analyzed 20 peer-reviewed articles published between 2016 and 2026, drawn from Scopus, Web of Science, and Google Scholar. The theoretical framework integrates the Job Demands-Resources (JD-R) Model, Social Exchange Theory (SET), and Psychological Safety Theory to provide a multi-layered explanation of how HRM functions as both a protective and transformative organizational mechanism. The findings reveal four strategically interrelated HRM roles: (1) Prevention through value-based recruitment and transparent policies; (2) Intervention through anonymous reporting channels and conflict mediation; (3) Mitigation through Employee Assistance Programs and supportive leadership; and (4) Cultural Transformation through developmental performance appraisal and employee engagement. Theoretically, this study extends the JD-R Model to toxic workplace contexts and proposes an integrated four-role conceptual model. Practically, it offers a structured seven-step implementation framework.
Corporate Dynamics in Managing Gen Z Employees Who Pursue Formal Education Sufari; M. Chaerul Rizky; Daud Arifin; Dolly Raja Gidion Simanullang
Journal Of Management Analytical and Solution (JoMAS) Vol. 6 No. 3 (2026): Journal of Management Analytical and Solution (JoMAS)
Publisher : TALENTA Publisher, Universitas Sumatera Utara

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.32734/jomas.v6i3.26282

Abstract

This study aims to analyze company dynamics in managing Generation Z (GenZ) employees, born between 1997 and 2012, particularly those whosimultaneously pursue formal education. An increasingly relevant phenomenonis the dual role of Gen Z employees as workers and active university students.Through a systematic literature review approach, this study synthesizes literatureon how companies respond to and manage the complexity of this dual role. Thereview results indicate a tension between organizational productivity demandsand employees' academic commitments. The findings indicate that Gen Zemployees who pursue formal education face management challenges related torole conflict, time management, work–life balance, and variations inproductivity.. The reviewed literature suggests that Gen Z employees who pursueformal education may contribute digital adaptability, learning orientation, andpotential for innovation, although these characteristics vary across contexts andstudies. This study suggests adaptive management strategies, including flexiblework policies, cross-generational mentoring programs, and the integration ofeducation with career development.
The Role of Managers in Promoting Work-Life Balance and Employee Success Saniah Amanda; M. Chaerul Rizky; Daud Arifin; Khairunnisa
Journal Of Management Analytical and Solution (JoMAS) Vol. 6 No. 3 (2026): Journal of Management Analytical and Solution (JoMAS)
Publisher : TALENTA Publisher, Universitas Sumatera Utara

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.32734/jomas.v6i3.26331

Abstract

Work-life balance (WLB) is increasingly recognized as an important aspect ofemployee well-being and work-related outcomes. This systematic literaturereview examines the association between managerial and supervisory practices,WLB, and employee outcomes. The review followed the PRISMA 2020reporting framework. Literature was identified from Google Scholar, PubMed,SINTA, ResearchGate, and relevant journal portals, with studies screened usingpredefined eligibility criteria and appraised using the Mixed Methods AppraisalTool (MMAT) 2018. A total of 21 empirical peer-reviewed studies publishedbetween 2018 and 2025 were included and synthesized narratively andthematically. The findings indicate that transformational and empoweringleadership, work autonomy and flexibility, emotional and psychological support,effective communication, and employee development are associated with WLB.WLB was also associated with job satisfaction, performance or productivity,engagement, psychological well-being, proactive or innovative behavior, andretention. The findings are consistent with Social Exchange Theory andConservation of Resources Theory, suggesting that managerial support mayfunction as a contextual resource that helps employees manage work andpersonal demands. However, the findings represent associations rather thanuniform causal effects because the reviewed studies varied in research design,context, measurement, and outcomes, with many using cross-sectional data.Future research should employ longitudinal, multi-source, and, whereappropriate, experimental designs to examine these relationships across diverseorganizational contexts.
Co-Authors Daud Arifin Dolly Raja Gidion Simanullang Fauziah Amanda Grace Tessalonika Khairunnisa Sabam Parulian Saniah Amanda Sufari