A Systematic Review of Sustainable Human Resource Management, Workplace Well-being, and Ethical Leadership in the Hospitality Industry (2010–2025)

Abstract

This systematic literature review (SLR) explores the evolution and impact of Sustainable Human Resource Management (SHRM), workplace well-being, and ethical leadership in the hospitality industry from 2010 to 2025. Using the PRISMA framework, 50 peer-reviewed articles were selected from Scopus, Web of Science, and ScienceDirect. Thematic analysis revealed seven dominant themes: green HRM integration, psychological safety, ethical governance, employee empowerment, strategic alignment, well-being analytics, and curriculum development. The findings highlight a growing shift from transactional HR practices to holistic, value-driven approaches that prioritize sustainability, ethical integrity, and employee flourishing. Despite progress, challenges such as limited data literacy, ethical dilemmas in AI use, and insufficient educational integration persist. This review identifies research gaps and proposes future directions to embed SHRM, well-being, and ethical leadership into the strategic core of hospitality HRM.

Introduction

The hospitality industry—known for high employee turnover and emotionally demanding work—is increasingly focusing on sustainability, ethics, and employee well-being as key strategic priorities. This study explores how Sustainable Human Resource Management (SHRM), workplace well-being, and ethical leadership intersect to build resilient and responsible hospitality organizations.

Research Purpose and Questions

Despite rising global attention to sustainable and ethical practices, existing research in hospitality remains fragmented.
This systematic review (2010–2025) addresses three main questions:

1. What trends and patterns have emerged in SHRM, workplace well-being, and ethical leadership in hospitality?

2. How do sustainable HR and ethical leadership influence employee well-being and organizational performance?

3. What barriers and enablers affect their implementation?

Methodology

Following the PRISMA framework, 227 articles were screened from major databases (Scopus, Web of Science, ScienceDirect).
After applying inclusion criteria, 50 peer-reviewed studies were analyzed thematically through iterative coding.

Key Themes and Findings

Discussion

• Sustainable HRM: Green HRM initiatives align with global sustainability goals but lack consistent implementation.

• Workplace Well-being: Programs enhancing psychological safety and flexibility improve both employee morale and guest satisfaction.

• Ethical Leadership: Builds transparent, fair workplaces and mitigates power imbalances and ethical risks, including those from AI tools.

Challenges and Gaps

1. Insufficient inclusion of SHRM topics in hospitality education

2. Ethical risks in AI-based HR decision-making

3. Lack of long-term studies on well-being outcomes

4. Limited cross-cultural analysis of SHRM effectiveness

Future Research Directions

1. Develop hospitality-specific SHRM maturity models

2. Examine the nexus between ethical leadership and AI governance

3. Conduct cross-national and longitudinal studies on well-being and sustainability

4. Embed ethics and SHRM principles in hospitality management education

Conclusion

This review underscores the transformative potential of SHRM, workplace well-being, and ethical leadership in the hospitality industry. As the sector navigates post-pandemic recovery, climate imperatives, and workforce expectations, embedding these values into HRM is not just desirable—it is essential. By aligning people, planet, and purpose, hospitality organizations can build resilient, ethical, and high-performing cultures.

Copyright

Copyright © 2025 Jerin Johnson, Vadivel S M. This is an open access article distributed under the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.