Info: Zenodo’s user support line is staffed on regular business days between Dec 23 and Jan 5. Response times may be slightly longer than normal.

Published March 22, 2023 | Version 01
Journal article Open

Factors Influencing Professional Project Management Ethical Practices in Building Construction

  • 1. Faculty of Applied & Human Sciences, Universiti Malaysia Perlis (UniMAP), Perlis, Malaysia.
  • 2. Professor & Deputy Vice Chancellor, Students Affairs & Alumni, Universiti Malaysia Perlis (UniMAP), Perlis, Malaysia.
  • 3. Faculty of Civil Engineering & Technology, Universiti Malaysia Perlis (UniMAP), Perlis, Malaysia.

Contributors

  • 1. Faculty of Applied & Human Sciences, Universiti Malaysia Perlis (UniMAP), Perlis, Malaysia.

Description

Ethical practices are essential to providing quality work which cut across every sector. In building construction, adherence to project management ethical standards is essential to providing quality services that can stand the test of time. However, many building projects have been constructed with standards that are far below the professional ethics. This is evident in the cases of building failure reported throughout the country. The study examines the factors that influences project management ethical practices in Nigeria and specifically in Lagos. A total of 384 samples were selected from project stakeholders and construction professionals. A well-structured 25 items questionnaire was designed to elicit for response on ethical practices and factors that influences ethical practices. The results indicated that ethical practices in project management are influenced by various factors, including the project environment and stakeholder's impact as organizational factors. The major project-related factors that affect ethical practices are project scope and complexity, project financing, project risk, and project stakeholders, while project managers' technical skills, qualifications, and personal values have significant impacts on adherence to ethical practices. The influencing factors could be related to the organization, the project, or the professional, but in most cases, they are a combination of these factors. Therefore, it is recommended that thorough assessments are conducted before, during, and after construction, and different professionals should be assigned to ensure transparency and compliance with standards.

Files

83470.pdf

Files (286.2 kB)

Name Size Download all
md5:0a7e0899e6cc98978e3ed582e97f4bde
286.2 kB Preview Download

Additional details

References

  • [1] Arora, R., Prasad, R., & Reddy, M. (2021). Personal Values and Ethical Behavior of Project Managers: A Comparative Analysis. International Journal of Project Management, 39(1): 121–131.
  • [2] Atanda, J. O., & Olukoya, O.A. (2019). Green Building Standards: Opportunities for Nigeria. Journal of Cleaner Production, 227: 366–377.
  • [3] Bronte-Stewart, M. (2015). Beyond the Iron Triangle: Evaluating Aspects of Success and Failure Using a Project Status Model. Computing & Information Systems, 19(2): 21–27.
  • [4] Buba, G.S.P., Hamid, R. A., Ramly, Z. M., Jatau, T. S., & Jatau, J.D. (2020). Unique Factors of Best Value Procurement from the Perspective of Nigerian Construction Professionals. International Journal of Built Environment and Sustainability, 7(2): 1–14.
  • [5] Burrows, J.D. (2021). The Importance of Business Ethics as A Project Management Professional. Project Management Ethics, Unpublished Thesis.
  • [6] Daniel, E.I., Oshineye, O., & Oshodi, O. (2018). Barriers to Sustainable Construction Practice in Nigeria. In Proceeding of the 34th Annual ARCOM Conference, Belfast, UK, Pages 3–5.
  • [7] Fry, L. W., Krambia-Kapardis, M., & Kouchouli, E. (2011). Ethical Leadership and Decision Making in Organizations: A Review of The Literature. Journal of Business Ethics, 104(4): 437–453.
  • [8] Hillebrandt, M. (2017). Transparency As a Platform for Institutional Politics: The Case of The Council of The European Union. Politics and Governance, 5(3): 62–74.
  • [9] International Ethics Standards Coalition. (2016). An Ethical Framework for The Global Property Market.
  • [10] Kim, Y. S., & Lee, J. (2013). The Influence of Organizational Culture on Project Management Ethics. International Journal of Project Management, 31(3): 397–405.
  • [11] Liu, X., Zou, P.X., & Chen, A. (2015). Ethical Behavior in Project Management. Journal of Business Ethics, 128(4): 789–798.
  • [12] Liu, X., Wang, H., & Li, Y. (2019). The Impact of The Legal and Regulatory Environment on Project Management Ethics. International Journal of Project Management, 37(1): 32–41.
  • [13] Melanie, G. & Russell, T. (2017). Ethical Practice and the Role of People Professionals, CIPD.
  • [14] Odeyemi, S. O., Giwa, Z. T., & Abdulwahab, R. (2019). Building Collapse in Nigeria (2009-2019), Causes and Remedies – A Review. USEP. Journal of Science and Engineering Production, 1(1): 123–135.
  • [15] Ofori, G., & Addo, A. (2017). Stakeholder Pressure and Ethical Behavior in Project Management. International Journal of Project Management, 35(2): 229–237.
  • [16] Okagbue, H.I., Iroham, C.O., Peter, N.J., Owolabi, J.D., & Opanuga, A.A. (2018). Systematic Review of Building Failure and Collapse in Nigeria. International Journal of Civil Engineering and Technology, 9(10): 1391–1401.
  • [17] Omenihu, F. C., Onundi, L. O., & Alkali, M. A. (2016). An Analysis of Building Collapse in Nigeria (1971-2016): Challenges for Stakeholders. Annals of Borno, 26(1): 113–140.
  • [18] Oyedele, L. O., Anigbogu, A. O., & Adetola, A. (2015). Ethical Leadership, Trust, and Collaboration in Project Management. International Journal of Project Management, 33(5): 945–955.
  • [19] Project Management Institute. (2013). A Guide to the Project Management Body of Knowledge (PMBOK Guide), 5th Edition. Newtown Square, PA: Project Management Institute.
  • [20] Sharpe, T. (2019). Ethical Issues in Domestic Building Performance Evaluation Studies. Building Research & Information, 47(3): 318–329.
  • [21] Silvius, A.J., Schipper, R.P., & Planko, J. (2017). Sustainable Project Management: The GPM Reference Guide. International Journal of Project Management, 35(6): 1084–1085.
  • [22] Usman, N.D., Dabs, D.Y., Shwarka, M.S., & Abubakar, H.O. (2018). Assessment of Professionalism And Ethical Standards on Project Delivery in Nigerian Built Environment. African Journal of Applied Research (AJAR), 4(2): 216–226.
  • [23] Wang, Y., Jiang, Y., & Li, J. (2017). The Influence of Project Complexity on Ethical Behavior in Project Management. International Journal of Project Management, 35(6): 792–800.
  • [24] Wasiu, J., Oyeboade, O.J., Adebayo, V.B. (2014). Causes of Building Collapse and Prevention in Nigeria. International Conference and Annual General Meeting, Nigerian Institute of Civil Engineers.
  • [25] Zhai, L., Wang, X., & Zhang, H. (2020). The Effect of Ethical Leadership on Project Success: The Mediating Role of Trust and Team Commitment. Journal of Business Ethics, 165(1): 1–13.