Themed editorial: What are the future trends in human resources management in tourism and hospitality?

Human resources management (HRM) in tourism and hospitality is undergoing a period of rapid and multidimensional transformation. Technological innovation, demographic changes, new workplace expectations and the aftermath of the COVID-19 crisis have collectively reshaped how organisations attract, manage and retain their employees. This themed issue brings together a collection of articles that explore these shifts from a variety of disciplinary and methodological perspectives. Together, they offer a comprehensive view of the future directions in HRM and provide valuable insight for practitioners, educators and policymakers navigating this complex landscape.One of the strongest currents running through the issue is the role of technology in transforming HRM (Alexandro, 2025) practices. Stergiou's contribution on the use of ChatGPT in supporting HR functions illustrates how generative AI is increasingly integrated into recruitment, training, internal communication and service-quality enhancement. Technology, however, does not operate in isolation. Oikonomou, Kopanaki and Georgopoulos examine IT adoption within hotels and discuss that digital tools can create value when paired with human expertise and organisational learning. This attention to the interplay between digital capacity and human capability reflects industry-wide debates about augmented intelligence rather than technological substitution (Huang and Rust, 2018).The innovative use of data and analytics is further emphasised by Konstantinidis, Avdimiotis, Stamovlassis and Tsekouropoulos, who propose employing EEG devices to assess employees' emotional responses. Their methodological proposal speaks to the growing interest in HR analytics as a means of understanding emotional labour, stress and well-being – dimensions that have long defined hospitality work (Wharton, 2009). As hotels seek more precise tools to support employee welfare, such approaches may offer new pathways for scientific inquiry and evidence-based HR decision-making.While technological themes are prominent, the human element remains central. Several articles in this issue address the evolving composition of the hospitality workforce and the need for inclusive HRM approaches. The study by Maškarin Ribarić, Črnjar and Dadić draws attention to older employees and challenges longstanding assumptions about their performance. Their findings support wider research advocating for age-inclusive HR policies as labour markets become increasingly age-diverse (Zacher, 2015). In parallel, the article by Cao and Paraskevas provides a multi-level analysis of gender bias in male-dominated hotel management roles, offering insight into the structural and cultural barriers. This issue of workplace inequality remains a persistent theme in hospitality management literature and reinforces the need for sustained organisational reform (Mooney and Ryan, 2009).The importance of trust, communication and leadership is highlighted in several contributions. Loukopoulos, Tsordia, Glaveli and Argyropoulou demonstrate how sustainable HRM practices enhance trust, job performance and organisational commitment. Their findings align with the growing body of research arguing that sustainability in HRM – focusing on fairness, well-being and long-term development – is no longer optional but essential to organisational resilience (Ehnert et al., 2013). Complementing this perspective, Varelas and Kanellopoulou explore trust in conflict management, underscoring its value in fostering organisational stability. The theme of leadership is further developed by Vasilagkos, Polychroniou, Maroudas and Rapti, who explore the ways emotional intelligence and mentoring influence transformational leadership. Their contribution reflects the continuing relevance of relational leadership in hospitality, where service quality and organisational culture depend heavily on interpersonal competencies.The collection also sheds light on HRM challenges specific to organisational settings. Chalis and Kinias conduct a systematic review of HRM in family-business hospitality firms, revealing the distinctive tensions between informality, personal relationships and professionalisation. Their work highlights the need for structured HR practices that can support succession, role clarity and long-term sustainability without undermining family values and cohesion.Post-pandemic realities and future skills developments also emerge strongly within the issue. Koutoulas and Chytiri provide a timely exploration of the shifting responsibilities of hotel managers in the wake of COVID-19. Their findings indicate that crisis management, employee well-being, digital coordination and increased adaptability have now become core elements of the managerial role, mirroring international trends in hospitality leadership during periods of disruption (Baum et al., 2020). Looking further ahead, the bibliometric analysis by Kakarougkas and Stavrinoudis traces past, present and future skills in tourism, identifying the rising importance of digital literacy, emotional competence, cross-cultural intelligence and resilience. Their analysis complements other contributions in the issue and underscores that continuous learning and skill renewal will be essential as tourism work becomes more hybrid, diversified and technologically embedded.Taken together, the articles in this themed issue paint a picture of an industry in transition – one struggling with labour shortages, rising guest expectations and ongoing volatility, yet also rich with opportunities for innovation. The future of HRM in hospitality appears deeply interconnected with technological capability, organisational sustainability, diversity, leadership development and adaptive skill-building. At the same time, the collection reminds us that the hospitality sector remains fundamentally human-centred. While new tools and analytic techniques will undoubtedly play a significant role, trust, fairness, well-being, interpersonal communication and emotional intelligence continue to form the foundation of successful hospitality organisations.As tourism and hospitality continue to evolve, HRM will remain a strategic linchpin. The insights provided by the authors in this issue offer both theoretical advancement and practical guidance, helping organisations shape more resilient, inclusive and future-ready workplaces. We hope that this themed issue will stimulate further discussion and serve as a reference point for scholars and practitioners seeking to understand and shape the next generation of HRM practices in tourism and hospitality.Dr Theodoros Stavrinoudis (Ph.D.) is Professor in “Tourism Management and Human Resources Management” at the University of the Aegean and Tutor at the Hellenic Open University. He also teaches in other Postgraduate Programs in the field of Tourism (Harokopio University, University of West Attica, International Hellenic University). He is the Director of the Laboratory of Innovative Tourism Entrepreneurship and Human Resources Development (iTED Lab). He is co-author of three books, has contributed fifteen collective editions, his research activity has been reflected in numerous published papers in international scientific journals in the field of tourism (Tourism Management, Current Issues in Tourism, Journal of Human Resources in Hospitality and Tourism, etc.) and has presented papers at International Scientific Conferences.Dr Christos Kakarougkas (PhD) is Assistant Professor specialising in the “Human Resource Management of Tourism Enterprises and Organizations” at the Department of Tourism Economics and Management of the University of the Aegean. He has worked in hotels in London and Athens in managerial and supervisory positions. He has also taught at multiple private and public tourism schools, and at the University of the Aegean, the University of West Attica, and the Hellenic Open University. His research on Human Resource Management has been published in international scientific peer-reviewed journals and presented at international conferences.