The tourism sector presents unique challenges in human resources management due to its labor-intensive nature, seasonality, high employee turnover, and the direct dependence of service quality on human interaction. Traditional human resources management approaches are largely based on short-term, cost-focused, and reactive practices; this creates significant limitations in terms of employee well-being, long-term employability, and organizational resilience. In recent years, the Sustainable Human Resources Management approach has gained increasing importance in order to overcome these limitations. This book chapter aims to address the theoretical foundations and application areas of sustainable human resources management in the tourism sector within a holistic framework. First, traditional human resources management practices and the problems they create are discussed in light of the structural characteristics of the tourism sector. Then, the concept of sustainable human resources management is defined within the framework of different theoretical approaches; fundamental principles such as long-term orientation, employee well-being, human resource renewal, environmental responsibility, and stakeholder focus are explained. The chapter continues by examining key sustainable human resources practices such as sustainable recruitment and selection, training and development, employee engagement and participation, long-term performance management, and diversity and inclusion policies within the context of the tourism sector. The study reveals that sustainable human resource management has the potential to increase workforce stability, strengthen employee engagement, improve service quality, and support organizational resilience in tourism businesses.