Organisational Aesthetics in Sustainable Human Resource Management: A Four-Dimensional Framework

Abstract

Organisations increasingly face pressure to develop more human-centred and sustainable approaches in complex and rapidly changing environments. One such development is the ‘aesthetic turn’ in management, which integrates sensory and artistic dimensions into organisational practices. This study examines the relationship between organisational aesthetics, human resource management (HRM), and sustainability, addressing a gap in the literature on sustainable HRM. A systematic literature review of 38 peer-reviewed journal articles, identified through searches in Scopus and Web of Science, was conducted using an iterative coding process. The analysis identified 20 themes, which were aggregated into four key dimensions: (1) talent attraction, (2) organisational culture and diversity, (3) physical work environment, and (4) employee well-being and satisfaction. The findings show that organisational aesthetics function as a connecting mechanism between HRM practices and the social dimension of sustainability. The analysis also reveals key limitations, including the uneven distribution of aesthetic benefits, the superficial use of aesthetics in employer branding, and the risk of reinforcing appearance-based biases. The study contributes to theory by proposing a four-dimensional framework of organisational aesthetics in sustainable HRM and by integrating fragmented multidisciplinary insights into a coherent structure. It also highlights the need for further empirical research and demonstrates that organisational aesthetics is a critical, yet underexplored, driver of sustainable HRM.