Triple bottom line as a tool for Organizational Job commitment of Employees: Mediating role of Self Esteem
DOI:
https://doi.org/10.61841/zz2nwq77Keywords:
Triple bottom line, self-esteem, organizational job commitment, sustainability, human resource practicesAbstract
The study extends the literature of the evolving concept of sustainability to address the importance of the novel stance presented here in the form of the triple bottom line, which is an interrelated concept of sustainability, and prescribes that organizations resolve to concentrate on social and natural concerns similarly as they do on benefits. The thought that we can deal with an organization in a manner that gains monetary benefits as well as improves individuals' lives and the planet. The triple bottom line construct through the lens of the human resource perspective broadens the scope of sustainability. This investigation, with each dimension of the TBL structure studied separately under the positivism stance, highlights that sustainability is not only considered in the exterior performance of the organization, but it is also a component for internal dynamism to apply to the workforce for their commitment, which encourages the organizational performance that leads towards sustainable development. The data was collected from the manufacturing sector of South Punjab, the second largest industrial region of Pakistan. The approved survey was utilized for the collection of data from 151 out of 170 respondents. The simple random sampling technique was applied to supervisors, team leaders, foremen, and other first-line managers. The multiple regression analysis, Pearson correlation, and mediation Hayes process were run, which shows that triple bottom line practices have a significant impact on the job commitment of employees. The triple bottom line practices have a significant impact on the self-esteem of employees, and self-esteem mediates the relation between TBL and the job commitment of employees. The study is useful and prolific for strategic human resource affairs, policymakers, and other stakeholders of the organizations. The study will open the new induction of strategic human resource practices in the future for replacing low-effective employee-related practices with result-oriented practices. The limitations of the study are also discussed.
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