Human resource management (HRM) often appears as an instrumental science, defining and analysing management practices while ignoring the power games and conflicts of interest, which those same practices may induce. From this perspective, HRM takes its cue from the rationale of management whose aim is to optimize a company's financial performance. This non-conflictual interpretation has been denounced in the scientific field of management (Brabet, 1993). Competent observers of organizational functioning noticed that management practices resulted not only from the strict application of rational criteria, but could also be influenced by elements whose line of reasoning would be of a different type.