THE INTERPLAY OF TOXIC WORK CULTURE, WORKLOAD, AND BURNOUT: A SYSTEMATIC LITERATURE REVIEW ON STRESS MANAGEMENT AND EMPLOYEE PERFORMANCE

Siti Sucia Rahmawati, Suwatno Suwatno, Janah Sojanah, Eeng Ahman

Abstract


Toxic work culture, workload, and burnout are major challenges in human resource management that directly affect employee wellbeing and performance. However, the relationships among these variables and the role of stress management have not been comprehensively synthesized. This study reviews empirical evidence on the interplay between toxic work culture, workload, burnout, stress management, and employee performance using a systematic literature review approach. Sixty-one relevant studies published between 2006 and 2026 were synthesized following PRISMA guidelines. The findings consistently show that toxic work culture and excessive workload function as primary sources of job stress that elevate burnout risk, with burnout acting as a key mediating mechanism linking organizational stressors to declines in employee engagement, satisfaction, and performance. Conversely, stress management practices, organizational support, and individual psychological resources serve as protective factors that mitigate these negative effects. Grounded in the Job Demands–Resources and Conservation of Resources frameworks, this review highlights how balancing job demands and resources is critical for sustaining employee performance. Practically, the findings provide guidance for HR managers and organizations in designing stress management strategies and healthier work environments to support long-term employee wellbeing and performance.

Keywords


Toxic Work Culture; Workload; Burnout; Stress Management; Employee Performance.

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References


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DOI: https://doi.org/10.17509/mimbardik.v11i1.97725

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