This section outlines the link between HRM and moral philosophy.⁸⁰ It also shows several examples of moral dilemmas such as bribe-taking and blaming which lead to three different versions of blame allocation depending on the stage of morality.⁸¹ Immoral activities such as, for example, bribe-taking are part of the reality of HRM just as much as different styles of HRM and its right to manage. None of them operate inside a moral vacuum, nor are these acts neutral, natural, purely technical, unavoidable, or value-free. Instead, they define seven styles, seven prerogatives, and seven different forms of HRM. In short, seven realities of HRM underpinned by seven basic moral philosophies can be detected. These underpinnings are different at each level. Before highlighting specifics such as styles and prerogatives, Table I.1 shows some moral motives behind some general HRM actions.