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@article{192629,
        author = {Edward Djamome},
        title = {Analyzing the Mediating Effects of Toxic Workplace Culture on Organizational Performance and Employee Retention},
        journal = {International Journal of Innovative Research in Technology},
        year = {2026},
        volume = {12},
        number = {9},
        pages = {2984-2999},
        issn = {2349-6002},
        url = {https://ijirt.org/article?manuscript=192629},
        abstract = {The study considers the ever-pervasive and multi-dimensional influence of cultures that are toxic to workplaces on organizational outcomes, focusing primarily on the nexus between operational performance and retention of employees. As organizations attempt to cope with the demands of ever-increasing volatility, the internal climate of work cultures may soon become the primary variable determining long-term sustainability. This study proposes a dual theoretical framework using Social Exchange Theory (SET) and Conservation of Resources (COR) theory to deconstruct the processes through which toxicity permeates institutional spaces. Toxicity is conceptualized as more than isolated interpersonal conflict, but instead is viewed as a systemic pathogens of sorts, evidenced through destructive leadership, lack of transparency, or the institutionalization of incivility. The study synthesizes the recent literature and identifies that toxic work environments trigger what is effectively, a resource loss spiral. In this spiral, employees begin to experience depletion of emotional and cognitive resources resulting in reduced engagement, and higher intention to turnover. It is analyzed that as a strong example the main source of cultural decay is through destructive leadership. Destructive leadership can create environments where employees know silence in the workplace is valued and trusted over innovation, initiating long-term, continuingly quieted violation of psychological contracts. The study explored organizational commitment as a mediating variable, establishing that it temporarily cushioned the effects of toxicity, however, depletion of commitment eventually leads to exhaustion and erosion of intellectual capital. The analysis demonstrated that intervention provided by managers and organizational commitment act as buffering factors in ameliorating outcomes associated with toxic cultures. The high taxpayers cost of organizational toxicity is a strong case for accountability within management and for organizational processes to create psychosocial safety climates to disrupt corrosion of toxicity. By integrating recent trends, studies, and empirical perspectives, this article provides an overview of the "hidden costs" of dysfunctional cultures through systemic resistance, resiliency and change in the contemporary workplace.},
        keywords = {Organizational Culture, Employee retention, Toxicity, Management, Leadership, Culture, Organizations, Change, workplace, intervention, institutions},
        month = {February},
        }