Human Resources and Organizational StrategyIntroductionThe success or failure of an organization depends on a myriad of variables that can be difficult to measure and interpret. Success or failure may simply be due to luck and timing or an orchestrated and deliberate effort. As new technologies allow organizations to quickly measure and evaluate their internal and external environmental factors, more effective strategies can be quickly implemented. This literature review focuses specifically on one of these mentioned variables. The document will detail the relationship that human resources (HR) practices have with the strategic objectives and vision of an organization. HR is defined by the Society for Human Resource Management as “the function dealing with the management of people employed within the organization.” (SHRM, 2011). The main functions of administration, development and management. Administrative functions include tasks that are often considered “overhead,” such as managing benefits and payroll. Development, or HRD, is defined by Swanson (2001) as follows: “Human resource development is a process of developing and/or releasing expertise through organization development (OD) and training and staff development with the aim of improving performance (as cited by Hassan, 2007, p. Finally, management corresponds to the strategic functions that align HR tasks within one's own department and with overall organizational strategies. This article will attempt to provide a broad overview of the available literature in three areas First, the article will explore the historical relationships between HR and organizational strategy. Second, the paper will provide an overview of current practices and trends. ..... middle of document ......a partnership approach is essential for organizations wishing to achieve competitive advantages Butler, Ferris and Napier (1991) state that "the more management believes that HRM contributes to success of the company, the more its role will be integrated into the company's strategic planning process. (cited by Rose & Kumar, 2006, p. 3). Additionally, organizations that devote energy and resources to HRD benefit from increased human capital. López-Cabrales, Real and Valle (2011) outline the benefits of human capital development as follows: “If the company adopts appropriate personnel management procedures, human capital can be directed towards achieving sustainable competitive advantages” (p. 5). In conclusion, further literature reviews are recommended to explore study findings that complement or add to the information already reviewed..