Most organizations recognize that a high level of operational performance and satisfactory economic outcomes are their strategic objectives. They choose varying tools and approaches for arranging the working process to achieve the set goals. Still, all of them are based on organizing human resources, as people are the key to success because, without trained and productive staff, it is impossible to become an economically successful organization. It is proven that individual performance has a direct influence on organizational outcomes (Huselid 636). To organize teams and help them to boost performance and increase job satisfaction, thus motivating employees to improve productivity and carrying our job duties, organizations hire specially trained personnel – human resource managers. Their task is to select the most appropriate strategy, which would help stimulate employees’ desire to maximize benefits for the organizations they work for and reach a high level of profits and outcomes. Also, they should estimate employees’ performance and find ways to address any potential challenges, which have a negative influence on employee productivity (Miles and Snow 41; Osterman 173). Increasing employee involvement is closely connected to and determined by human resource management strategies. Nowadays, there are numerous approaches to organizing the workforce. It should be noted that human resource strategies can be either clearly documented in organizational documents such as organizations’ statutes and government plans or not determined clearly, i.e. each human resource manager selects a model, which is appropriate in their point of view and adapts it to satisfy a current working environment in an organization and manage employees to achieve the desired goals. In general, there are two primary types of HR strategies – general and specific. Moreover, they are divided into micro HRM, strategic HRM, and international HRM. The peculiarity of the first type of human resource management strategies is their focus on managing teams of employees and work organizations. It means that people and channels for sharing their opinions are emphasized. The second type of HR strategy addresses business units, interactions between them, and their influence on the overall performance of an organization. Finally, international strategies are those, which are adopted at a cross-boundary level, i.e. in the case of multinational enterprises. They aim at innovating organizations and boosting their performance internationally (Lengnick-Hall et al. 64). The difference between them is the field of employee relations they regulate. That said, general strategies are sets of rules, which aim at managing general problems and flows at the workplace, e.g. addressing crises, enhancing interpersonal communication skills, or creating a comfortable atmosphere in the workplace. As for specific strategies, they are determined and focus on regulating specialized areas of employee interactions and job duties such as managing talent or knowledge. As for the most popular human resource management strategies, they include but are not limited to effective reward strategies (stimulating performance improvement using developing the system of positive and negative motivation), focus on individual performa