International Journal For Multidisciplinary Research

E-ISSN: 2582-2160   •   Impact Factor: 9.24

A Widely Indexed Open Access Peer Reviewed Multidisciplinary Bi-monthly Scholarly International Journal

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Volume 8 Issue 3
May-June 2026

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Mediating Effect of Employee Engagement on the Relationship Between Triple Bottom Line Application and Organizational Citizenship Behavior

Author(s) Ms. Rose Angeli Taroy Tarroza, Prof. Elmer Genoves Organia
Country Philippines
Abstract This study examined the mediating effect of employee engagement on the relationship between Triple Bottom Line (TBL) application and Organizational Citizenship Behavior (OCB) among allied healthcare professionals. A quantitative descriptive–correlational design was employed using a cross-sectional survey of 150 healthcare workers selected through stratified random sampling. Data were collected using validated instruments measuring TBL application, employee engagement (UWES-17), and OCB. Statistical analyses included descriptive statistics, Pearson correlation, regression-based path analysis, and the Sobel test.

Findings revealed high levels of TBL application (M = 3.93), employee engagement (M = 3.68), and OCB (M = 3.81). Significant positive relationships were found between TBL dimensions and employee engagement (r = 0.381, p < 0.05), and between TBL dimensions and OCB (r = 0.754, p < 0.05). Mediation analysis indicated that employee engagement partially mediates the relationship between TBL and OCB (z = 4.02, p < 0.001), accounting for 17.3% of the total effect.

The study concludes that sustainability practices directly and indirectly enhance discretionary employee behaviors through engagement. Integrating TBL strategies with employee engagement initiatives is essential for improving workforce commitment and organizational sustainability in healthcare institutions.
Keywords Triple Bottom Line, Employee Engagement, Organizational Citizenship Behavior, Healthcare Workforce, Sustainability, Hospital Management
Published In Volume 8, Issue 3, May-June 2026
Published On 2026-05-02
DOI https://doi.org/10.36948/ijfmr.2026.v08i03.76370
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