Sustainable HRM Practices and Operational Efficiency: Driving Guest Satisfaction in Resort Service Excellence

Abstract

In the evolving hospitality industry, sustainable human resource management has emerged as a strategic approach for integrating organizational performance with environmental and social responsibility. However, limited research has examined how sustainable HRM influences operational efficiency and guest satisfaction in the resort sector, particularly in developing countries such as Bangladesh. Therefore, this mixed-methods study investigates the role of sustainable HRM practices in shaping guest experiences in eco-conscious resorts in Bangladesh. Grounded in the ability–motivation–opportunity framework and stakeholder theory, the study adopted a multiple-case design involving five purposively selected resorts. Qualitative data were collected through semi-structured interviews with HR managers, frontline employees, and resort guests, while quantitative data were obtained from 155 respondents through structured surveys. The findings reveal that green recruitment, continuous employee development, ethical leadership, and open workplace cultures enhance employee engagement and emotional commitment, ultimately contributing to authentic and sustainability-oriented guest experiences. However, inconsistent implementation, weak communication, and the absence of structured performance measurement frameworks limit the effectiveness of sustainable HRM practices. This study contributes to the literature on sustainable service excellence by identifying sustainable HRM as an underutilized mechanism for guest value creation and operational efficiency in the resort industry. It also provides practical insights for managers and policymakers seeking to integrate sustainability into workforce strategies and guest experience management.