Driving Sustainable Employee Performance: The Mediating Role Of Regulatory Dynamics In High-Risk Industries
DOI:
https://doi.org/10.33751/jhss.v10i2.189Keywords:
employee competence, knowledge transfer, organizational culture, regulatory dynamics, sustainable employee performanceAbstract
Effective employee performance in high-risk industries is not simply a function of technical skills; it also stems from the way employees' competence, cross-cultural organisational culture, knowledge transfer, and regulatory dynamics are matched in everyday operations. This study examines regulatory dynamics as a mediating mechanism between internal organisational resources and sustainable employee performance in multinational smelting operations. The model was analysed with Partial Least Squares structural equation modelling, and a quantitative causal design was used to survey 347 operational workers. The measuring model shows satisfactory reflection validity with all outside loadings between 0.698 and 0.863 and computed AVE values above 0.50. The structural model explained 68.9% of the variance of regulatory dynamics and 30.3% of sustainable employee performance. Knowledge transfer has the largest relationship with regulatory dynamics (beta = 0.718), is followed by organisational culture (beta = 0.149), and is marginally associated with employee competence (beta = 0.001). Regulatory dynamics add positively to sustainable employee performance (beta = 0.550). The results imply that sustainable performance in hazardous and cross-cultural industrial contexts requires the institutionalisation of knowledge, safety, and compliance through explicit operational procedures. Abstract Keywords: employee competency, knowledge transfer, organisational culture, regulatory dynamics, and sustainable employee performance.
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