organisational practices designed to manage workplace conflict (e.g. due process and grievance
arrangements) are „positive‟ HRM interventions in terms of ensuring procedural justice, or indications of
a kind of „anti-HRM‟, „old-fashioned‟ approach to managing employees. The very different focal points
for the different models further illustrate the malleability of the concept.iv As a consequence, no two
systems are identical