lthough much has been written about downsizing, total quality management (TQM), re-engineering and organizational learning,

relatively little of this writing has focused on the implications of these innovations for human resource management (HRM), with even less on HRM strategy. This paper further explores the relationship between HRM strategy and these four widely used types of change programs: Following a discussion of the relevant literature, a study is reported in,which 56 percent of 161 Australian organizations were found to have been involved with two or more of these change programs. The mere presence of these change programs appeared to have only a minor relationship with HRM-related var iables. These change programs did appear, however, to be related to perceived HRM effectiveness where they affected HRM in a way that increased the total level of strategy across the