**2. Linking HRM with the concept of ethics**

Before proceeding further, let us try to clarify the role of HRM in this field by defining the boundary of bribery as an unethical practice. In defining the boundary of bribery as an issue of ethics, we should consider another related concept and its counterpart—law. The basic difference between law and ethics is that if you violate the law, you will definitely be prosecuted. However, if you commit an unethical practice, you may not be prosecuted. So far, the initiatives taken by the organisations and the governments to curb the unethical practices of the people in the organisations have been proved absolutely futile. The reason is that people are not learning from the exemplary and condign punishments of the people convicted and sentenced for committing unethical activities. Law and other similar mechanisms that are in practice are like negative reinforcements and act as *preventive checks* by punishing people for committing unethical or unlawful activities. These mechanisms could not stop the repetitions of unethical activities. So, we need to find a more effective way that would curb unethical practices and would stop repetitions of unethical practices. I propose that HRM can play the first fiddle in this regard by the means of positive checks. By the term *positive check*, I propose to mean the proactive designing of HR activities, such as recruitment, job design, position description, performance management systems, and training which would change the mindset of the people in the organisation with the help of the mediating forces, such as camaraderie, collective conscience, collective voice, collective resistance, fear of ostracism, fear of obloquy, fear of public disgrace, and fear of succumbing to Dilbert principle (Adams, cited in [3], p. 8) in such a way that they would not dare to involve in the unethical practices anymore.

In this chapter, the role of HRM is examined in devising the instruments for positive checks for curbing unethical practices like bribery. This is done by examining three different cases. With the help of available secondary data, we show how appropriate HR actions could prevent the occurrence of unethical practices. In each of the cases, the following points are addressed to facilitate the understanding of the role of HRM in curbing the 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*

We conclude the chapter by identifying the particular and appropriate HR actions that could prevent the people involved from committing unethical activities. We also recommend how these HR activities can be implemented in the MNCs.
