Human resource management practices form the operational engine of any organization. All the people who get hired to the organization or get fired from the organization have an impact on the image and general wellbeing of the organization (Jackson& Mathis 2004, pp.14-15).The strategic plan of an organization is usually all encompassing (Baker 2008, pp.13-15). This means that the practices of the human resource department are part and parcel of the wider strategy that an organization makes use of in its attempt to achieve its goals. It is indeed possible that the practices of the human resource management department can be different from the organization’s strategic plan. But this is a situation that any organization that operates on a rational ground is supposed to anything to avoid. The consequences of having a strategic plan that contradicts the human resource management practices are not tenable (Ferrell & William2006, pp.36-37). There are many benefits of having congruence or uniformity between the strategy of an organization and the vision and practices of the human resource management department. To begin with, the achievement of the organizational objectives is only possible of the organization has a strategy that is supported by the practices of the human resource department (Kotler & Keller 2006, pp.29-31).The fulfillment of the goals and objectives of an organization is undertaken by the people who work for the organization. These people are hired by the human resource department. If the hiring process of the human resource department is not carried out in a way that is supposed to support the vision and wider strategy of the company or organization, then it is possible that the organization will not be able to realize its objectives. If, for instance, an organization is set to produce the best goods and the human resource department goes ahead to hire unqualified personnel who are then allowed working without any form of training, it is possible that the objective of getting the best goods to the market will not be realized and therefore the strategy will have failed. But if the human resource management goes ahead to hire the best workers who are then empowered through standard training, the objectives will be achieved and the strategy will be hailed as being successful. It is therefore clear that the success of the strategy in any organization is dependent on its human resource practices. Thus, it is not possible to have any level of strategic success if the two are not congruent. Apart from the above, each and every organization operates on a vision that is normally founded on a solid strategy. The vision as well as the strategy on which its founded are formulated as targets to be met by the organization through the actions and practices of the human resource department (Miles 2003, pp 59-62). In most situations, the experts normally consider industry dynamics and then come up with the vision which is shared among all the personnel that is put in place by the human resource department. It is a farfetched expectation to foresee success in an organization where the personnel are not in tune with the vision. In simple terms, the vision of the organization is at the mercy of