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Abstract

SHRM implications in different part of the worlds have been investigated in different research papers. The depth of implementation of SHRM, results in the productivity of the organizations. The current paper is a conceptual overview on the SHRM implementation in Iran. The circumstances and the elements that contribute to the SHRM implementation in this country needs more consideration. Current paper investigates and analyzes the situation of Iranian organizations in the field of SHRM. It looks into the factors that affect the implementation of SHRM in Iran. To illustrate the study refers to culture in national level that has influenced the management style in the organizations. It also investigates the lack of appropriate managers as an obstacle in the way of SHRM. The mindset of managers and the culture intervene with management has resulted in keeping back the organizations from absorbing talented workforce and pushing them toward recent developments.Keywords: Strategic human resource management, Culture, LeadershipIntroduction The field of strategic human resources management (SHRM) has enjoyed a remarkable ascendancy during the past two decades, academically and practically. The parallel growth in both the research literature and interest among practicing managers is a notable departure from more common experience, where managers are either unaware or simply uninterested in scholarly developments in this field. As the field of HR strategy begins to mature, it is time to take stock of where it stands as both a field of inquiry and management practice. Although drawing on nearly two decades of solid academic progress, this exercise is explicitly prospective. In the study of global practices that illustrates the organizations which could achieve competitive advantages and greater market share (such as: Wells Fargo Bank, Connel, 2008), it is reasonable to emphasize the role of SHRM system as solutions to business problems.

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