Abstract

This systematic literature review (SLR) examines a notable lacuna in the Chinese hospitality literature, where Operational Environmental Efficiency (OEE) is primarily regarded as a cost-reduction strategy, whereas employee turnover is addressed through conventional HR interventions. The aim of this study is to examine the dual mediating functions of Employee Green Behavior and Organizational Pride in the relationship between Hotel OEE and Employee Retention Intention, thereby elucidating a psychological mechanism for transforming environmental achievements into employee loyalty. Guided by the PRISMA 2020 framework, this systematic literature review examined 12 peer-reviewed primary data studies published between 2021 and 2025, exclusively sourced from the Scopus database. The stringent inclusion criteria yielded a tiny yet highly pertinent sample. Key findings indicate that external policies (e.g., HSR and Water Conservation Policies) influence strategic initiatives, which in turn lead to operational efforts such as Carbon Emission Efficiency Measurement and Water Demand Hierarchy Analysis. These strategies align with overarching management objectives, as ESG performance exhibits a substantial positive correlation with enterprise value, further enhanced by green innovation. Internally, the perception of Corporate Social Responsibility (CSR) fosters greater employee creative behavior. The overall trend in related research indicates a fluctuating upward trajectory reaching its peak in 2024, thereby validating increasing scholarly interest. This research affirms that the relationship between operational efficiency and soft HR outcomes is a vital domain, establishing a basis for employing environmental performance as a non-financial indicator to address the costly issue of staff turnover

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