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

Author

Listed:
  • 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)

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.

Suggested Citation

  • Faria & Muhammad Usman & Sidra Malik & Muhammad Kariz Kamal & Irtisam Rajput & Huzaifa Ather Rajar & Muneeba Maham & Muhammad Qasim Raza, 2024. "Integrating Triple Bottom Line in HR Practices: Enhancing Organizational Performance in Pakistan's Confectionary Industry," Bulletin of Business and Economics (BBE), Research Foundation for Humanity (RFH), vol. 13(3), pages 184-189.
    • Handle: RePEc:rfh:bbejor:v:13:y:2024:i:3:p:184-189
    DOI: https://doi.org/10.61506/01.00466
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    References listed on IDEAS

    as
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    2. Iffat Sabir Chaudhry & Rene Ymbong Paquibut & Muhammad Nawaz Tunio, 2021. "Do workforce diversity, inclusion practices, & organizational characteristics contribute to organizational innovation? Evidence from the U.A.E," Cogent Business & Management, Taylor & Francis Journals, vol. 8(1), pages 1947549-194, January.
    3. Shatha Abu-Mahfouz & Mutia Sobihah Abd Halim & Ayu Suriawaty Bahkia & Noryati Alias, Ph.D. in Management & Abdul Malek Tambi, 2023. "Sustainable human resource management practices in organizational performance: The mediating impacts of knowledge management and work engagement," Journal of Entrepreneurship, Management and Innovation, Fundacja Upowszechniająca Wiedzę i Naukę "Cognitione", vol. 19(2), pages 57-97.
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