The dissemination of New Public Management principles is transforming human resour-ces management practices in the public sector. The transformations that have taken place follow four logics: the logics of formalisation, contractualisation, individualisation and politicisation. The article examines the consequences of the interplay of these logics on the hybridisation of human resources management practices. To this end, two complementary methodologies were used: a quantitative methodology based on a survey of 223 local authorities within a French department; and a qualitative meth-odology based on interviews conducted with 25 of these authorities. The results show that these logics coexist, raising questions about the micro-negotiations that allow this coexistence.