This study examines the relationship between strategic choices, human resource management and government funding in nonprofit organizations. Drawing on the Miles and Snow (1978) typology of generic strategies, the study explores the adaptive strategic behaviour of nonprofit organizations, their human resource management practices, and the impact of changes in government funding. Miles and Snow classified organizations into four types, based on their adaptive behaviour to changes in the environment--Prospectors, Analyzers, Defenders and Reactors. Prospectors and Analyzers exhibit better adaptive behaviour than Defenders and Reactors.The findings indicate that, although nonprofits are changing their strategic typology and human resource management practices, they are not reacting exclusively to government funding. The findings further suggest that, while the level of development and importance of training was consistent with strategic typology, other human resource management functions were not integrated with strategy. Also, change in human resource management practices was found to be inconsistent with change in strategy.Prospector and Analyzer nonprofits were found to have changed their human resource management practices more than Defender and Reactor nonprofits. In addition, there was a relationship between Prospector and Analyzer nonprofits and new and diversified services. The findings suggest that the Analyzer typology is the most prevalent strategic type among nonprofits.The research also offers a model of strategic typology for nonprofit organizations. The proposed strategic framework incorporated essential factors in the nonprofit operating environment, which were not considered in the Miles Snows typology of generic strategies. This research extends the understanding of strategic adaptive behaviour, level of importance of, and change in human resource management practices in nonprofit organizations.