Since the 1980s, there have been various arguments that surround Strategic Human Resource Management (SHRM), especially in Britain and the US. In Japan, however, only a few studies on SHRM have been conducted, and it may be no exaggeration to say that there are no case studies on it at all. The purpose of this study is to investigate the relationship between sales strategy and human resource management using a case of a Japanese leading department store the Daimaru Inc. The results of our survey of Daimaru on a variety of their activities and their CEO’s statements over the last decade revealed that Daimaru has been adopting a cooperative strategy for autonomy of management. It was also found that in order to reinforce this strategy Daimaru established a job-oriented HRM system, and to complement this system they have further adopted various HRM practices. These results lead to the suggestion that the best fit theory that has been discussed on the SHRM debate is quite effective.
