**5.4 Enablers of unethical behaviour**


## **5.5 HR lacunae in the case**


*Bribery Practices of Three MNCs in the Host Countries: An Examination of the Issue from HRM… DOI: http://dx.doi.org/10.5772/intechopen.104810*

• Training of Mr. Qasim Sharif: If the company had provided training to Mr. Qasim Sharif on ethics and other matters like culture, he would have applied his judgement, conscience, and cultural intelligence in performing his job.

## **6. Appropriate HR actions to combat corruption**

All the above cases involve the big people who either paid or received bribes. The HR lacunae identified in each of the cases may seemingly appear as funny and impracticable. Apparently, it seems that it is beyond the capability of HRM to streamline or direct the attitude and behaviour of those people towards an ethical orientation. The reason is that HRM is traditionally supposed to be applicable to the general employees who work in the organisations. It is not for those who make strategic decisions like the Chairman, CEO or Directors, or other senior executives.

However, I believe that HRM can play an all-encompassing role that pervades throughout the organisation from top to bottom to combat corruption. HRM can promote mediating forces that will create a culture of bottom-up pressure in the organisation and will compel the top executives to behave in an ethical way. Following is the model for understanding the role of HR in curbing corruption (**Figure 1**):

**Figure 1.** *Role of HR in curbing unethical behaviours.*

Following are some of the HR actions that help to create the positive-mediating forces:


*Bribery Practices of Three MNCs in the Host Countries: An Examination of the Issue from HRM… DOI: http://dx.doi.org/10.5772/intechopen.104810*

for the expatriates could minimise the frequent repetition of such unethical practices.


*Bribery Practices of Three MNCs in the Host Countries: An Examination of the Issue from HRM… DOI: http://dx.doi.org/10.5772/intechopen.104810*
