In the first part of this article, we associated the various types of social identities that form based on work relations with two human resources management models: the Instrumental Model and the Political Model. We plan to show how human resources management practices typical of the political model and the instrumental model relate with the level of autonomy and identity differentiation social actors attain at organizations. In order to analyze these questions, we provide a case study where we show that autonomous social actors accustomed to a political human resources management model have trouble accepting changes that implement more restrictive managerial practices typical of the instrumental model. In such cases, the resistance of social actors may jeopardize consolidation of the organizational change process.
