Research on the context of human resource management in Brazil indicates an important transition phase which HR departments face nowadays, from operational models of management to more strategic ones. Several authors show that organizational learning has an increasingly important role in the new human resource management models that emerge in Brazil. In this transition, paradoxes and contradictions usually appear in organizations, that quickly adopt new discources but face difficulties in implementting the appropriate new organizational structures and behaviours. Through a case study, we show how an organization managed to avoid the undesirable effects of discource x practice paradox through the consolidation of a political model of human resource management. As these gradual changes allowed the social actores to build new competencies e relationships necessary to the implementation of the information systems in HR processes, organization is nowadays an adequate environment for learning.
Human resource management; organizational paradoxes; organizational learning; organizational change