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Asian Journal of Management and Commerce
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Impact Factor: RJIF 5.61, P-ISSN: 2708-4515, E-ISSN: 2708-4523
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2025, Vol. 6, Issue 2, Part D


A study on ethical behaviour of bank managers in the tricity region of Chandigarh


Author(s): Maitri Sharma and Deepak Kapur

Abstract: This research paper aims to contribute to both the theoretical understanding of business ethics and the practical enhancement of ethical behavioural practices among bank managers. As Indian organisations, particularly financial institutions, and banks, achieve global recognition through operational excellence, quality systems, and proactive human resource strategies, the importance of good ethics and governance becomes increasingly apparent. Beyond moral or compliance concerns, ethics and governance are foundational elements for organisational stability, individual credibility, and sustained growth. This study examines the ethical behaviours of bank managers, encompassing their values, principles, and considerations of ethical attitudes within the context of organisational goals and practices. Conducted in the tri-city region of Chandigarh, Panchkula, and SAS Nagar, employing judgmental sampling, the study comprises a sample size of 150 respondents, with 50 responses, each gathered from the selected locations. The respondents, drawn from private and public commercial banks, offer insights into the prevailing ethical landscape within the banking sector of the chosen regions. This research seeks to foster an environment conducive to ethical behaviour amidst the competitive dynamics of the business landscape. The findings of this study aspire to inform and guide both individual practitioners and banking organisations toward ethical excellence in their respective roles and operations.

DOI: 10.22271/27084515.2025.v6.i2d.665

Pages: 341-347 | Views: 350 | Downloads: 56

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Asian Journal of Management and Commerce
How to cite this article:
Maitri Sharma, Deepak Kapur. A study on ethical behaviour of bank managers in the tricity region of Chandigarh. Asian J Manage Commerce 2025;6(2):341-347. DOI: 10.22271/27084515.2025.v6.i2d.665
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