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For a long time, the appropriation of work and, more broadly, the management of work have been a blind spot in academic research on human resource management. This research aims at revealing the main attributes and the dynamic of the appropriation of work. It draws upon a comparative case study, describing two social integration companies. It especially stresses the need to link two forms of judgment about work: the first relates to utility, the second refers to aesthetics. It also questions the role of middle managers in the management of work. Finally, we suggest that the implementation of “deliberation spaces” can be a means to improve the appropriation of work and help actors make sense of rules and procedures.