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In response to suffering at work, calls for “benevolent management” are increasing. But is it a question of changing behavior, or can benevolence become a system and part and parcel of human resource management (HRM) practices? While researchers and HR practitioners focus on preventing psychosocial risks and promoting quality of work life, there is a lack of research on alternatives to traditional HRM, which has been pointed out as a source of ill-being at work. This article aims to characterize “benevolent” HRM. We combine our investigation of HR practices in a SME recognized for its benevolent practices with the work of Gomez (2013) on the subjective, objective, and collective dimensions of work. This exploratory case study shows that benevolence could be an alternative to prevailing management practices. The benevolent company puts human beings at the heart of the organization.