Triple Bottom Line: A Look at Talent Acquisition and Employee Engagement Using Grounded Theory

Abstract

This paper is based on a study that explored triple bottom line (TBL) as an emerging phenomenon using grounded theory. Presented here are the results from the section concerning talent acquisition and employee engagement of the original study. The presented results suggest that TBL Image (a term developed in the study) is positively associated with talent acquisition and employee engagement. This is illustrated by the introduction of the TBL Image Diagram, which provides an insight into how the image of the organization (as TBL-oriented) enables it to attract (and retain) talent and improve employee engagement. This paper contributes to sustainability scholarship by presenting new findings regarding TBL (as a sustainability-related construct) using grounded theory in light of the lack of empirical research on TBL in the related literature. The study also contributes to human resource scholarship by providing new insight into new elements that influence talent acquisition and employee engagement. Practitioners in human resource management benefit from this study as the findings further their understanding of how to influence the organization from an employee perspective through the TBL lens.

Meaning in motion: Evolving images of talent in organisations in a disruptive world

“…From a triple bottom line approach, a reciprocal relationship exists between the organisation and talent preferences. A study by Alhaddi (2015) showed that new talents, such as Generation Y, are more likely to be attracted, retained, and engaged in organisations that follow a triple-bottom-line approach.…”