TRIPLE BOTTOM LINE IN HRM: ALIGNING WORKFORCE STRATEGIES WITH ECONOMIC, SOCIAL, AND ENVIRONMENTAL SUSTAINABILITY

Abstract

This study examined the integration of the Triple Bottom Line (TBL) framework—economic, social, and environmental sustainability—into Human Resource Management (HRM) practices and its influence on organizational sustainability outcomes. Using a quantitative research design, data were collected from 312 HR professionals across various industries in Pakistan. Structural Equation Modeling (SEM) was employed to assess the direct effects of each TBL dimension on sustainability outcomes, as well as the mediating role of employee engagement and the moderating role of organizational culture.Findings revealed that all three sustainability dimensions significantly influenced organizational sustainability, with social sustainability emerging as the strongest predictor. Economic and environmental sustainability also showed positive effects but with varying degrees of impact. Employee engagement was found to partially mediate these relationships, while organizational culture significantly moderated the strength of each TBL dimension’s effect. These results suggest that TBL-aligned HRM practices, when reinforced by a strong culture and engaged workforce, can create sustainable organizational outcomes.The study contributes to the growing literature on sustainable HRM by offering an integrated model and providing practical insights for HR professionals aiming to align workforce strategies with broader sustainability goals. Recommendations and future research directions are also presented to support the continued evolution of TBL principles in HRM frameworks across diverse organizational contexts.

Keywords: Culture, Engagement, Environmental, HRM, Social, Sustainability