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Achieving Sustainability and Productivity - A Triple Bottom Line Operational Management Approach
In the search for the best practices in operational management (OM) and its application towards corporate sustainability and productivity, managers are faced with an array of challenges to maintain profitability while applying the triple bottom line (TBL) sustainability concepts to people, profit, and planet (Utami, et al., 2020). During the lifecycle of any product or service, managers are faced with growing demands for significant consideration to be given to the methods utilized to provide the goods and services to the customer which preserve the environment, meet psychological concerns of stakeholders while remaining relevant and profitable (Kleindorfer, et al., 2005)

What is Operational Management? OM allows leaders the ability to conduct financial measurement and balance of revenue, company equipment, and infrastructure (Kleindorfer, et al., 2005). Accompanied by the use of key factors in the processing stage, OM creates value that can be analysed and improved throughout the product life cycle (Kleindorfer, et al., 2005; Gimenez, et al., 2012).

Favorable productivity is generally affected by the practice of sustainable OM focusing on achieving positive results when correlating the components of the TBL - people, profit, and planet (Gimenez, et al., 2012). Leaders, therefore, play a critical role in achieving maximum productivity by ensuring that they continuously recognise the linkages between input and output, such as training and inclusion as a positive influence of personnel as a means of integrating the two (Chen & Chen, 2014; Utami, et al., 2020).

OM focusing internally on environmental improvement strategies reap greater benefits across the components of the TBL (Gimenez, et al., 2012). As a result, the functional areas of such as marketing, finance and sales, and production output are directly increased when the human resources are made a priority above all other resources. Suppliers alike when provided with exposure to TBL sustainability training positively affect an organisation’s sustainable supply chain due to improved sustainable performance of suppliers (Pedroso, et al., 2021).

What is Human Resource Management? Human Resource Management (HRM) is geared towards managing the recruiting, selecting, retention, and development of an organisations staff while taking into account the legal and environmental variables that contribute to achieving the mission and vision of an organisation in order to have a profitable outcome (Clegg, et al., 2011). Sustainable HRM as describe by Westerman, et al., (2011) raises the bar by paying attention to the internal and external stakeholders by adopting HRM procedures and norms to achieving economic, societal, and environmental targets during an extended period (Westerman, et al., 2020).

Sustainable HRM, therefore, a strategic approach, encourages staff dedication and willingness to follow organisations’ sustainable standards which contributes to a sustainable organisation environment and therefore directly improves overall performance (Westerman, et al., 2020). Strategically developing employees to engage in the sustainable TBL practices of an organisation provides an environment that encourages participation in sustainable practices without demanding action as no manager can force employees to volunteer (Bush, 2020) albeit the organisations imposed policies and regulations to align with achieving the TBL outcomes (Ahmeda & Sarkarb, 2019).

The remainder of this literature will analyse OM by firstly considering Total Quality Management, Environment Stewardship, Business Process Reengineering, and Human Resource Management as they relate to productivity and sustainability. The fundamental applications as they relate to the outcomes of the TBL and challenges will be discussed in order to make recommendations.

Total quality management focuses on controlling quality during the production processing of goods or services by reducing waste while doing it correctly at the first go while ensuring continuous assessments are conducted to reduce variations (Birdi, et al., 2008). Organisations directly gain from reduced cost to production due to the reduction in waste material and lower carbon footprint and producing high-quality products resulting in fewer payments for checks and balances and selling at higher retail prices; however, the challenge remains in that production levels will increase due to greater demand for top-of-the-line products resulting in high financial output for technologically advanced computer-based equipment to reduce human error to meet demand and maintain quality (Birdi, et al., 2008).

Environmental sustainability would not exist without the input of HRM placing priority on the alignment of its standard operating procedures with a sustainable environment-focused mindset (Mandip, 2012). The reduction of an organisations carbon footprint is heavily dependent on HR managers strategically improving the supply chain (Shou, et al., 2019) and developing programs to train staff to be better equipped with the knowledge of eco-friendly practices such as paperless information sharing and storage, use of online services to conduct meetings and reduction in electrical use by turning off lights to name a few (Mandip, 2012). Although feasible for organisations to have policies that demonstrate corporate environmental responsibility of causing little damage to the environment, the challenge remains that the same legislation that enforces conformity has grey areas that overlook continuous damage to the environment based on low limits to adhere to. (Han, et al., 2021).

Business process reengineering (BPR) used as a tool to enforce systematic redesign of the OM process across the nine OM principles for significant improvement with a lower financial output coupled with a lean production line, permits greater adaptability with TBL goals for sustainability and productivity (Cameron & Braiden, 2004). Critical is operational safety which is key to accomplishing a sustainable and productive environment (Cavazotte, et al., 2021). Reengineering for improvements to infrastructure, working conditions, and HRM policies move managers closer towards having sustainability and increased productivity as the human resources are directly positively affected (Cavazotte, et al., 2021).

For safe operations to work, managers are recommended to be authentic and ethical in their safety management practices which are not common for all managers and therefore not in alignment with the TBL outcome (Shou, et al., 2019). Additionally, a lack of regular training, too many drills which stop production, and no personal consequences for general awareness of safety measures become a challenge in achieving sustainability (Stahla, et al., 2020).

Leadership remains the driving force of quality performance management within an organisation (Chen & Chen, 2014). According to Daowd, (2021) knowing what useful resources lie within an organisation and what it lacks can only be captured by collecting and analysing data to make informed decisions. Leaders who utilise such data improve strategic HRM practices and make changes to recruiting or retain the right personnel and also develop specialized programs to train employees to improve performance and therefore reduce recruiting overruns (Burki, et al., 2018).

Alsawafi, et al., (2021) argue that the performance of people greatly improves when they personally progress and are kept educated through training and development initiatives that focus on sustainable practices. This leads to efficient use of time and money resulting in profitable productivity (Alsawafi, et al., 2021). Through training, lean practices are implemented and organisations maintain a workforce that is committed to reducing wasted time, resources and they are confident to quickly solve situations as they arise (Mandip, 2012) thereby leading to a more productive work environment.

The philosophy that surrounds strategic HRM thinking towards productivity identifies with the TBL and how development in all three components, profit, people, and planet is used as a change agent to improve the performance of an organisation (Rena & Jackson, 2020). HRM actors who move away from the traditional focus of people (stakeholders) as just another resource to increase the economic gain to a philosophy that is geared towards the inclusion of stakeholders from the internal and external environment as a priority resource, redirects an organisation trajectory towards sustainable productivity (Rena & Jackson, 2020).

The challenges remain where the available scholarly research and convincing statistical information are not readily available for organisations to follow and put into practice (Stahla, et al., 2020; Pedroso, et al., 2021). Additionally, many organisations have not adopted sustainable HRM into the core business model due to the lack of appreciation for the valuable input the HRM has to enhancing corporate sustainable responsibility principles and creating suitable rewards (Bush, 2020; Stahla, et al., 2020).

Conclusion
In conclusion, OM takes organisational input variables and arranges them by utilising technology and lean quality control strategies for example, in an efficient manner to achieve profitable outputs (Gunasekaran & W.T.Ngai, 2012). Leadership recognising the importance of strategic HRM and prioritising people as a resource proportionally increase performance and productivity to achieve TBL goals. Subsequently, sustainability and productivity through a deliberate focus on the TBL encounter challenges when using new technology, collecting and analysing data, and poor employee participation resulting in cost overruns and a breakdown linking variables needed for developing a sustainable and productive environment (Bush, 2020). Reengineering by improving organisational policies and practices provides a good start for sustainable growth, however without governance and a regulatory body for oversight, compliance remains rare.

Recommendations
Despite the conflict with OM achieving sustainability and productivity in alignment with TBL, it is recommended that organisations start by firstly involving employees directly in the development of sustainable approaches to change the mindset of people just being another resource to make a profit and developing employee loyalty. Funding research into the linkages of the economics, social and environmental, stakeholders’ expectations, and organisation environments should provide the empirical data needed to fabricate processes and policies which favour TBL outcomes equally across all three variables. Finally, the introduction of flexible working hours and monetary incentives for participating in sustainable practices will be a quick win for management in the move towards sustainability and productivity.

References:
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Alsawafi, A., Lemke, F. & Yang, Y., 2021. The impacts of internal quality management relations on the triple bottom line: A dynamic capability perspective. International Journal of Production Economics, Volume 232.

Birdi, K. et al., 2008. The Impact of Human Resource and Operational Management Practices On Company Productivity: A Longitudinal Study. Personnel Psychology, Volume 61, pp. 467-501.

Burki, U., Ersoy, P. & Dahlstrom, R., 2018. Achieving triple bottom line performance in manufacturer-customer supply chains: Evidence from an emerging economy. Journal of Cleaner Production, Volume 197.

Bush, J. T., 2020. Win-Win-Lose? Sustainable HRM and the promotion of unsustainable employee outcomes. Human Resource Management Review, Volume 30. Cameron, N. & Braiden, P., 2004. Using business process re-engineering for the development of production efficiency in companies making engineered to order products. Int. J. Production Economics, Volume 89, pp. 261-273.

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Stahla, G. K., Brewsterb, C. J., Collingsd, D. G. & Hajroe, A., 2020. Enhancing the role of human resource management in corporate sustainability and social responsibility: A multi-stakeholder, multidimensional approach to HRM. Human Resources Management Review, Volume 30.

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Shou, Y. et al., 2019. The impact of sustainability and operations orientations on sustainable supply management and the triple bottom line. Journal of Cleaner Production, Volume 240.

Stahla, G. K., Brewsterb, C. J., Collingsd, D. G. & Hajroe, A., 2020. Enhancing the role of human resource management in corporate sustainability and social responsibility: A multi-stakeholder, multidimensional approach to HRM. Human Resources Management Review, Volume 30.

Utami, H. N., Cahyana, B. E., Nimran, U. & Iqbal, M., 2020. Organizational transformation as a determinant of corporate hospitality and its effect on corporate sustainability. International Trade, Politics and Development, 4(2), pp. 106-125.

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