In this article we explore the interconnections between social identity and human resource management. We present the Instrumental and the Political HRM models, showing how different HRM practices shape social actors identity in organizations. We describe and analyze a case study elaborated in a French computer company to illustrate the theoretical considerations we develop. Our study shows that autonomous social actors, those who are used to more participative political HRM practices, resist to the implementation of more restrictive HRM instrumental practices. In these situations, collective resistance may threaten the organization's change process.
Social identity; human resource management; resistance to change; organizations; culture