This paper examines the nexus between greenwashing and organizational commitment within the hospitality sector. Greenwashing—organisational claims, signals or practices that overstate or misrepresent environmental performance—poses reputational, operational and ethical risks for hotels, resorts and related hospitality firms. Against a backdrop of intensifying stakeholder scrutiny, stronger regulation of sustainability claims, and rising consumer environmental awareness, the hospitality sector faces a paradox: sustainability initiatives are necessary for competitive positioning, yet superficial or misleading green claims undermine employee trust, reduce intrinsic motivation, and erode long-term organizational commitment. Drawing on recent empirical and conceptual work from hospitality management, sustainability studies and organisational behaviour, this study synthesises evidence on (a) how perceived greenwashing affects employee attitudes and commitment; (b) the mediating role of green trust, authenticity and green human resource management (G-HRM); and (c) organizational contingencies that amplify or attenuate the greenwashing–commitment linkage (leadership, transparency, third-party certification, and corporate culture). The paper proposes an integrated conceptual model linking greenwashing exposure to affective and normative commitment via employee green scepticism and trust, and outlines a mixed-methods empirical strategy for future testing. The study concludes with managerial prescriptions for authentic sustainability communication, internal alignment (G-HRM and leadership), and auditing processes to protect employee commitment and organisational legitimacy. By clarifying mechanisms and boundary conditions, the paper advances understanding of how deceptive environmental claims reverberate internally and offers actionable recommendations for hospitality managers and policy makers