This study aims to conduct a meta-synthesis of research related to anchoring bias within the domain of Strategic Human Resource Management (SHRM). Anchoring bias refers to decision-makers’ tendency to rely excessively on initial information or reference points, a phenomenon that may distort judgments, lead to inaccurate evaluations, and result in suboptimal resource allocation within organizations. The present study adopts a qualitative-evolutionary approach based on the meta-synthesis of qualitative and theoretical research. Accordingly, 27 relevant Persian and English studies were identified, screened, and analyzed. Data were extracted through open and axial coding, and thematic synthesis techniques were employed to identify shared concepts and recurring patterns across the studies. The findings indicate that anchoring bias plays a significant role in key HR decisions, including recruitment and selection, performance appraisal, compensation management, workforce planning, and job design. This bias is reproduced not only at the individual managerial level but also within team interactions and organizational decision-making structures, thereby influencing the quality of HR strategies. The results further suggest that the intensity and manifestation of anchoring bias are contingent upon contextual factors such as managerial experience, decision-making structures, and the extent to which organizations rely on data-driven processes. From a theoretical perspective, this study integrates fragmented findings within the literature and proposes a comprehensive framework for understanding the role of anchoring bias in human resource management. Practically, the results can assist managers and organizational policymakers in improving the quality of managerial analysis and judgment through a more informed understanding of decision-making mechanisms.