Objective: To Analyze the relationship between human resources management and organizational behavior, in light of the analysis of high-performance work practices and workers' organizational commitment. Theoretical Framework: This study focuses on the “high performance work practices” (Pfeffer, 1998; Becker, et al. 2001) which refer to a set of practices that aim to select, develop, and retain workers, especially the most innovative ones, to maximize the organization's performance. Method: A case study was carried out in an innovation and technology consultancy organization, based on the application of a questionnaire survey on the components of organizational commitment (Nascimento et al., 2008) and the perception of workers regarding high performance work practices (Esteves, 2008). The sample is mainly composed of male professionals, between 26 and 34 years old and with a undergraduate or bachelor’s degree. Results and Discussion: The results show some consistency with previous empirical studies: high performance work practices are present in this type of organization; professionals are affectively committed to the organization; there are significant correlations between high performance work practices and organizational commitment, especially at the level of affective commitment. Research Implications: Assists in the design and implementation of practical human resources management strategies for managers, which contribute to the formulation of management systems focused on organizational commitment behaviors of professionals in the context of the consultancy sector. Originality/Value: It is a pioneering study developed in a national context on the two constructs in the consulting sector, contributing to the literature by highlighting the importance of a relational and reflective approach to the importance of organizational behavior. Its relevance and value is evidenced by the support it gives to the design of management systems and practices based on organizational behavior.