Integrating Triple Bottom Line in HR Practices: Enhancing Organizational Performance in Pakistan's Confectionary Industry

Faria, Muhammad Usman, Sidra Malik, Muhammad Kariz Kamal, Irtisam Rajput, Huzaifa Ather Rajar, Muneeba Maham and Muhammad Qasim Raza
Additional contact information
Faria: Chief Business Officer, Star BPO, Pakistan
Muhammad Usman: Lecturer, ZCPT, Ziauddin University
Sidra Malik: Lecturer, Dewan University
Muhammad Kariz Kamal: Lecturer, FAST NUCES
Irtisam Rajput: Student, Ziauddin University
Huzaifa Ather Rajar: Senior Lecturer, ZCPT, Ziauddin University
Muneeba Maham: Student, Newport University
Muhammad Qasim Raza: Lecturer, Indus University

Bulletin of Business and Economics (BBE), 2024, vol. 13, issue 3, 184-189

Abstract: This study explores the impact of Triple Bottom Line (TBL) aligned Human Resources (HR) practices on employee engagement and organizational performance within Pakistan's confectionary industry. Utilizing a quantitative research design, the study employs a structured questionnaire to collect data from 350 employees across various confectionary companies. The research framework includes employee well-being programs, sustainable HR practices, and diversity and inclusion initiatives as independent variables, with employee engagement as a mediator and organizational performance as a dependent variable. The study also examines the moderating role of organizational culture in these relationships. Data analysis is performed using Smart PLS 4.0, and results indicate significant positive relationships between each TBL HR practice and employee engagement. Employee engagement, in turn, has a strong positive effect on organizational performance. Mediation analysis confirms that engagement mediates the relationship between TBL HR practices and organizational performance, while moderation analysis reveals that a positive organizational culture enhances the impact of engagement on performance. The findings suggest that integrating TBL principles into HR strategies is crucial for fostering a motivated and committed workforce, which leads to improved organizational outcomes. Despite its contributions, the study is limited by its use of convenience sampling and a cross-sectional design, which may affect generalizability and the ability to observe changes over time. Future research could address these limitations by employing longitudinal studies and diverse sampling methods. The study offers practical implications for HR professionals, emphasizing the need for well-being programs, sustainability, diversity, and a supportive culture to drive organizational success.

Keywords: Triple Bottom Line; Employee Engagement; Sustainable Human Resources Practices; Organizational Performance; Diversity and Inclusion; Confectionary Industry; Organizational Culture (search for similar items in EconPapers)
Date: 2024
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Persistent link: https://EconPapers.repec.org/RePEc:rfh:bbejor:v:13:y:2024:i:3:p:184-189

DOI: 10.61506/01.00466

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