HRM sustainability has become increasingly important to both practitioners and scholars. Specifically, there is an increased focus on the organizational triple bottom line, or the combination of a firm's economic, environmental, and social goals. Although it is largely assumed that triple bottom line initiatives are fully intertwined, there may be more competition and conflict between these goals than previously considered. Drawing upon multiple identity theory and role theory, I explore how an organizational emphasis on the triple bottom line may create challenges at the employee level through increased role conflict and role ambiguity. Further, I identify perceived organizational support, leader initiating structure, leader consideration, and Type A behavior pattern as potential boundary conditions that may further inform our understanding of these relationships. Finally, I examine the ways in which synergies may be promoted between triple bottom line goals to mitigate potential conflicts and ambiguities and promote a more sustainable HRM function.