Abstract

There is a widespread notion that organizational strategies are the dominant factors in the creation of human
resources (HR) management policies in enterprises. This study examines the relation between an organization’s
strategies, corporate HR policies and operating performance. At the end of the research, it was observed that (1)
The high rate of change of the environment orientates establishments towards a more participative management
perception, towards empowerment and flexibility. (2) While innovative differentiation orientates establishments
towards participative management, empowerment, and proactive selection and placement policies, competitive
differentiation influences only the empowerment factor in a sense of a provision of initiative. The cost leadership
strategy does not have any meaningful effect on HR policies. The only meaningful influence of the focus
strategy on the HR policies is on the proactive selection and placement policies, and this influence is a negative
one. (3) When the results related with the harmony between the competitive strategy and the HR architecture are
examined, it turns out that the participative management, the long term training policies, the proactive HR
policies, and partly the generous compensation policies are more successful even under different strategies in
comparison with the dictating, short term, reactive and ungenerous HR policies. In terms of quantitative
performance, to select a differentiation strategy and apply HR policies that are participative, proactive and
generous is much more effective than to look for the perfect harmony between strategy and HR policies.

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