Human Resource Management in Developing Countries

By Pawan S. Budhwar; Yaw A. Debrah | Go to book overview

8

Human resource management in Iran

Monir Tayeb

Introduction

Given the dearth of reported studies on Iranian HRM policies and practices, the present chapter focuses on major external macro factors which make up the context of Iranian organisations. It also discusses their implications for micro-level HRM policies and practices. Available studies conducted in Iran at different times are used to paint the picture. The term HRM has not yet taken root in Iran, therefore, in this chapter the term is used to denote the broad personnel function.

This chapter initially details factors which constitute Iran’s national context and national character (such as geography, ecology, political and economic institutions, foreign trade, religion and history). Then it highlights the main work-related values and attitudes in Iran. This is followed by a section on HRM in Iran and, finally, concluding remarks are made.


National context of Iran

Iran, situated in the Middle East, almost at the centre of Asia, is the seventh largest country in the world in terms of land mass (1,648,000 sq km). It is situated between the Caspian Sea in the north and Persian Gulf in the south. It has land borders with Iraq, Turkey, Afghanistan, Pakistan and the former USSR republics of Turkmenistan, Armenia and Azerbaijan. The neighbouring countries have over the centuries influenced and been influenced by Iranian culture. Currently the ethnic composition of the nation is: Persian 51 per cent, Azerbaijani 24 per cent, Gilaki and Mazandarani 8 per cent, Kurd 7 per cent, Arab 3 per cent, Lur 2 per cent, Baloch 2 per cent, Turkmen 2 per cent, and others 1 per cent.

The country’s population, estimated at over 66 million in 1998, is a young one with 44 per cent under 14 and about 4 per cent over 65 years of age. The literacy rate is around 72 per cent, with the rate being higher in urban areas than rural regions and slightly higher among men than women.

The climatic and other physical conditions of the environment within which a community lives do have some bearing on the way it evolves as a culturally coherent group (Tayeb, 1996). Some of the Arian tribes who, thousands of years ago, migrated from Central Asia and settled in Iran, faced harsh variable seasons, salt

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Human Resource Management in Developing Countries
Table of contents

Table of contents

  • Title Page iii
  • Contents vii
  • Figures ix
  • Tables xi
  • Foreword xv
  • Preface xvii
  • Acknowledgements xix
  • 1 - Introduction 1
  • References 12
  • Part I - Human Resource Management in Asia 17
  • 2 - Human Resource Management in the People’s Republic of China 19
  • 3 - Human Resource Management in South Korea 34
  • References 54
  • 4 - Human Resource Management in Taiwan 56
  • 5 - Human Resource Management in India 75
  • 6 - Human Resource Management in Nepal 91
  • 7 - Human Resource Management in Pakistan 102
  • 8 - Human Resource Management in Iran 121
  • References 133
  • 9 - Human Resource Management in Saudi Arabia 135
  • References 149
  • Part II - Human Resource Management in Africa 153
  • 10 - Human Resource Management in Algeria 155
  • References 172
  • 11 - Human Resource Management in Nigeria 174
  • References 188
  • 12 - Human Resource Management in Ghana 190
  • 13 - Human Resource Management in Kenya 209
  • 14 - Human Resource Management in South Africa 222
  • 15 - Conclusion 238
  • Subject Index 255
  • Name Index 259
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