While empirical research on characteristics of the marketing organization has been conducted since, at least 1957 (Bund & Carroll, 1957, see Workman Jr., Homburg, & Gruner, 1998 for a thorough review), the rapid rate of market, technological and strategic change continues to make the study of marketing organization both relevant and important. Aspects of marketing organization that have been studied include marketing strategy (e.g., Atuahene-Gima & Murray, 2004; Slater & Olson, 2001), structure (e.g., Olson, Slater, & Hult, 2005; Vorhies & Morgan, 2003), culture (e.g., Deshpande, Farley, & Webster Jr., 1993; Slater, Olson, & Finnegan, 2011; Yarbrough, Morgan, & Vorhies, 2011), strategy making and implementation systems (e.g., Menon, Bharadwaj, Adidam, & Edison, 1999; Noble & Mokwa, 1999), performance measurement systems (e.g., Homburg, Artz, & Wieseke, 2012; O’Sullivan & Abela, 2007), and processes/capabilities (e.g., Jaworski & Kohli, 1993; Vorhies & Morgan, 2005). However, a major but largely overlooked organizational/strategic consideration is the role of human resource management (HRM) policies for middle level marketing managers. We begin by reviewing the literature that links marketing and HRM policies and the contribution such linkages make to the development of a position of competitive advantage. We then turn our attention to a review of the major categorical HR policies that impact the marketing function and how marketing managers approach their jobs. We follow this with a discussion of strategic contingency factors that we hypothesize will influence the relative emphases marketing managers place on these policies along with implications for explaining variances in overall firm performance. We subsequently describe our research design and analytical techniques. The last section of the manuscript concerns the results of our analysis, their interpretation, and their organizational and scholarly implications.