Article Per Year (5 Year)
p-Index From 2021 - 2026
0.408
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This Author published in this journals
All Journal Journal of Management Analytical and Solution Journal Of Management Analytical and Solution (JoMAS)
Daud Arifin
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.
Co-Authors Fauziah Amanda Grace Tessalonika M. Chaerul Rizky Sabam Parulian