**1. Introduction**

Is ethics a matter of conscience or a matter of management? The answer to this question may be found in the old adage that teaches us that prevention is better than cure. You will hardly find an organisation saying that they do not bother about ethics or corporate social responsibility. Still, you will see that the repetitions of unethical practices have not stopped. Rather, we frequently come to know about the unethical practices of organisations involving a fairly large amount of money. When these unethical practices are committed by the employees or management of Multinational Corporations (MNCs), it is definitely an issue of concern because MNCs are believed to shape global values and culture in the business world as they are the 'primary agents of justice' (Wettstein, cited in [1], p. 193). It is very interesting to note that most of the unethical practices of the MNCs so far unearthed occurred in

either emerging or developing economies and were committed by the MNCs of the rich countries [2]. In this chapter, I try to examine one facet of unethical practices, that is, bribery practices of three MNCs from the viewpoint of Human Resource Management (HRM). It is necessary to think about the issue from an HRM perspective because it is not the organisations themselves that commit unethical practices but the people of the organisation who are the perpetrators.
