EVALUATING THE CONNECTION BETWEEN EMPLOYEE KNOWLEDGE AND PRACTICES ON PERFORMANCE, WITH ORGANISATIONAL COMMITMENT AS A MEDIATING VARIABLE IN THE CHINESE INDUSTRIAL SECTOR.

Abstract

This study aims to shed light on the intricate relationship between Chinese industrial workers’ routines, loyalty to the company, and output. The research considers the significance of knowledge management and human resource strategies as it investigates the relationship between effective employee practices and organisational commitment and, therefore, individual performance. The study team employed a quantitative approach, surveying 676 employees from different construction companies using pre-designed questions. Results were processed using SPSS, or the Statistical Package for the Social Sciences. The results of the research indicate that there is a significant positive correlation between practices that pertain to the employees and their level of commitment to the organisation, as well as between practices that pertain to the employees and their performance on the job. Furthermore, it was shown that employees’ dedication to the firm is a key factor that boosts the effect of employees’ knowledge and actions on performance results. The results suggest that Chinese manufacturing companies should keep funding employee training and education, create more positive work conditions, and discover ways to make their employees more loyal to the company. Companies that use these types of combination approaches tend to have higher productivity, higher staff retention rates, and more consistent growth. Human resource management in China’s business sector may be better understood from the study’s findings. Success in the long run is dependent on strategic habits and investments made by employees. The Chinese industrial sector thrives because employees’ knowledge and performance are enhanced via the promotion of organisational dedication.