Objective - It is projected that organisational commitment as a mediating variable will diminish the effect of toxic leadership on employee performance and increase the effect of P-O Fit. A study comparing the effects of Toxic Leadership on decreasing performance and P-O Fit on enhancing performance, both mediated by organisational commitment.

Methodology/Technique - The time dimension makes this study cross-sectional. Only Bengkulu Provincial Health Office personnel received the questionnaire, which used the census approach to sample all 311 respondents. This study uses SEM to test concept validity (convergent and discriminant) and reliability. Using SmartPLS 3.0, respondent profile statistical descriptions, hypothesis testing with path analysis, and indirect impact testing are explained.

Findings - Research shows that toxic leaders hurt employee performance, not organisational commitment. Even while P-O fit has little influence on organisational commitment or performance mediated by it, it can boost employee performance. Organisational commitment affects employee performance. The employee's organisational commitment is supposed to be ongoing and based on his desire for a decent wage and a job. This makes someone ignore the leader's poisonous leadership style and compatibility with the organisation if it pays well and has good facilities.

Novelty - The research model we examine provides a more complete picture of how organizational commitment can reduce or increase employee performance influenced by toxic leadership and person-organization fit. Based on the research that has been conducted, we believe that leaders with a toxic leadership style can neglect their followers' acceptance and reduce constant performance. On the other hand, person-organization fit helps increase employee commitment and performance.

Type of Paper - Empirical

Keywords: Employee Performance; Organizational Commitment; P-O Fit; Toxic Leadership

JEL Classification: J24, J28

URI: http://gatrenterprise.com/GATRJournals/JMMR/vol9.3_5.html

DOI: https://doi.org/10.35609/jmmr.2024.9.3(5)

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