This study examines the changes of A Electronics’ HRM (Human Resource Management) with a perspective of HRM fit in the context of CEO change. In the middle of 2000, A Electronics faced the crisis because it’s traditional strengths of organizational culture, such as loyalty, teamwork, were weaken, its reputation in the labor market was deteriorated, and financial performance were decreased. As a result, A Electronics decided to change the CEO to escape those situations of crisis in 2007. The newly assigned CEO strived the different HRM, compared that of the former CEO, by placing the foreign in the executive-level position and acquiring talents in marketing and design from external labor market. These newly attempted change efforts in HRM seem to be acknowledged to be successful due to the upheaval of financial performance; however, the CEO has resigned after the only four years. This study has three purposes. First, while compares the characteristics of HRM before and/or after CEO change, this study examines whether A Electronics’ HRM has been changed toward achieving the fit with it’s’ management philosophy (i.e., A Way). Second, the current study explore which typology A Electronics’ HRM belongs to, and also whether various HR practices within it’s HRM system are designed or implemented with an internal fit. Finally, this study analyzes the possibility that A Electronics’ HRM could be transformed into the high commitment HRM, and suggests some possible directions needed to be changed in the aspect of high-commitment HRM. Through this case, this study emphasizes that it is critical to achieving the vertical fit with organization’s management philosophy as well as horizontal fit among HR practices in the process of HRM changes for HRM to contribute to organizational effectiveness.