Indra Pratama, Kholid Ansori

Exploring the Role of HR Intervention Programs in Reducing the Impact of Toxic Leadership on Employee Switching Intentions

Introduction

Exploring the role of hr intervention programs in reducing the impact of toxic leadership on employee switching intentions. Explore how HR intervention programs mitigate the impact of toxic leadership on employee job switching intentions. This study reveals HR's strategic role in boosting retention.

Abstract

Toxic leadership is a phenomenon that has a serious impact on the psychological well-being of employees and increases the intention to change jobs. To answer this challenge, this study aims to analyze the role of HR intervention programs in mitigating the impact of toxic leadership on turnover intention. The study used a quantitative approach with a survey design, involving 300 respondents from various departments and departments in organizations that had implemented HR intervention programs. Data were collected through a Likert scale-based questionnaire and analyzed using multiple regression and bootstrap mediation tests. The results showed that toxic leadership had a significant positive effect on job transfer intention (β = 0.52; p < 0.001). In contrast, HR intervention programs had a significant negative effect on job transfer intention (β = –0.33; p < 0.01), with a model contribution of R² = 0.47. Furthermore, HR programs have been shown to partially mediate the relationship between toxic leadership and conversion intentions, so that while direct influence remains, the impact can be suppressed through HR mechanisms. In conclusion, HR interventions play an important role in increasing employee retention, but their effectiveness will be optimal when accompanied by leadership behavior transformation. These findings confirm that HR is not only administrative, but also strategic in maintaining organizational sustainability.

Review

This study critically examines a highly pertinent issue in contemporary organizations: the amelioration of toxic leadership's detrimental effects on employee retention through HR intervention programs. Utilizing a quantitative survey approach with 300 respondents, the authors demonstrate a significant positive relationship between toxic leadership and job transfer intention, corroborating existing literature. Crucially, the research identifies HR intervention programs as having a significant negative effect on turnover intention, acting as a partial mediator in the relationship between toxic leadership and employees' desire to leave. This finding highlights the strategic potential of HR functions beyond mere administration, positioning them as vital mechanisms for organizational stability and employee well-being, with the model explaining a notable 47% of the variance in job transfer intention. While the study provides valuable insights, certain aspects warrant further detail and consideration. The abstract, while clearly outlining the methodological approach (multiple regression, bootstrap mediation) and sample size, lacks specificity regarding the nature of the "HR intervention programs" included. This broad categorization makes it challenging for practitioners to identify and implement the most effective interventions. Furthermore, the cross-sectional survey design, while appropriate for identifying relationships, limits the ability to infer direct causality over time or to track actual employee turnover behavior versus intent. The finding that direct influence of toxic leadership remains, even with mediation, underscores the complexity and the need for a multi-faceted approach. The findings carry significant implications for both theory and practice, reinforcing the strategic role of HR in mitigating a critical organizational challenge. For practitioners, the study advocates for proactive HR interventions as a buffer against the negative impacts of toxic leadership, thereby enhancing employee retention. However, the authors astutely conclude that optimal effectiveness relies on accompanying these interventions with "leadership behavior transformation." Future research could build upon this by detailing specific HR interventions (e.g., conflict resolution, grievance systems, psychological support programs) and exploring their differential effectiveness. Longitudinal studies would also be beneficial to observe the long-term impact of these programs on actual turnover and to delve into the mechanisms through which HR interventions foster resilience or mitigate the negative effects of toxic leadership.

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