This article reports a theory-building systematic review of the literature on workplace diversity, inclusion, and employee well-being in service organizations, conducted in accordance with the PRISMA 2020 statement. Drawing on 47 peer-reviewed articles published between 2015 and 2026, supplemented by 12 foundational works, the review synthesizes evidence across three interrelated domains: the non-linear and context-dependent relationship between workforce diversity and individual well-being; the conceptual architecture of inclusion understood as a dynamic, multi-level process rather than a static outcome; and the specific amplifying role of service sector conditions, particularly emotional labor and high relational intensityin shaping inclusionwell-being dynamics. Four central findings emerge. First, diversity does not automatically produce well-being; without active inclusion mechanisms, diversity can amplify stress, identity burden, and role conflict. Second, when inclusion is theorized as a process, a sustained sequence of relational practices, organizational signals, and lived daily experiences, it operates on well-being through identifiable mechanisms: psychological safety, organizational justice, uniqueness valorization, autonomy, and emotional regulation. Third, the service sector constitutes a structurally demanding context in which inclusive practices function as critical resources against emotional burnout and psychosocial risk. Fourth, middle managers represent a major empirical blind spot: simultaneously enacting inclusion for their teams and experiencingor being deniedinclusion themselves, they remain conspicuously absent from the empirical literature as objects of study in their own right. The review produces an integrative conceptual framework and identifies six theoretically grounded research gaps, together constituting an agenda for future inquiry in organizational settings beyond the dominant Anglo-American research context.
