American Journal of Engineering Research (AJER) 2020

American Journal of Engineering Research (AJER)

e-ISSN: 2320-0847 p-ISSN : 2320-0936
Volume-9, Issue-12, pp-93-106
[Link]
Research Paper Open Access

A Review of Project Management Process and Ethical Practices

Influences on Building Performance
*1
Odukoya, Abdul Jubreel Babatunde, 2Sakdan, Mohd. Fo’ad,
3
Azmin, Adi Anuar, 4Ibrahim, Fazdliel Aswad
1
Faculty of Applied & Human Sciences, Universiti Malaysia Perlis (UniMAP), Malaysia
2
Deputy Vice Chancellor’s Office, Students Affairs & Alumni, Universiti Malaysia Perlis (UniMAP), Malaysia
3
Faculty of Applied & Human Sciences, Universiti Malaysia Perlis (UniMAP), Malaysia
4
Faculty of Engineering Technology, Universiti Malaysia Perlis (UniMAP), Malaysia
*Corresponding author: tundeodukoya@[Link]

ABSTRACT: One of the factors affecting construction industry adversely is poor construction management;
poor project management in construction industry involves poor project initiation, lack of planning, poor
execution, inadequate and efficient monitoring and control and poor evaluation of project progress and closure.
Poor construction project management results in poor construction project quality. Another negative factor
confronting building performance is unethical practices; unethical practices in construction industry include
lack of standard services, lawlessness, lack of transparency, lack of honesty, irresponsibility and lack of
accountability. Examined in this paper are works related to project management and project management
process, buidling performance and the professional ethic practices. Implications of low research interest of
many authors in the area of professional ethical practices in ensuring building quality and the techniques for
achieving professional ethical practices were analysed and discussed for the overall project management
process and building performance.
KEYWORDS: Construction industry, building construction, project management, building performance,
accountability.
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Date of Submission: 12-12-2020 Date of acceptance: 28-12-2020
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I. INTRODUCTION
Building construction in Nigeria is characterized by poor quality and incessant collapse caused by poor
management processes and unethical practices. According to Olagunju, Aremu & Ogundele (2013) building
poor quality and collapse in Nigeria is alarming and a major concern to users, government, professionals, private
developers and clients. Also, Oloke, Ogunde and Joshua (2017) posit that danger of building poor quality and
collapse is on the increase and involve all types of buildings in Nigeria which has led to continuous search for
solution. Thus, poor building quality and collapse in Nigeria involve residential, commercial, corporate,
hospitality, educational, religious, administrative, low rising and high rising. In the same vein, Oyedele et
al.(2015) posit that Nigerian building industry adopted techniques, systems and values in respect of quality from
United Kingdom (UK) which are poorly implemented without adaptation to suit Nigeria environment and ethics.
Several studies have discussed the rate and number of poor and collapse buildings in Nigeria. For
example, Ebehikhalu and Dawam (2014) assert that over one hundred and thirty nine (139) buildings collapsed
between the year 1974 and 2012. In Lagos State alone, over one hundred and twelve (112) buildings collapse
between the year 1978 and 2008 (Windapo & Rotimi, 2012). Poor building quality and collapse in Nigeria is a
continuous incidence as a school building collapsed on 12th March, 2019 and killed over twenty pupils, many
injured and properties destroyed in Lagos State (Vanguard, 2019; The Guardian, 2019). Table 1.1 presents
building collapse in Nigeria from 2012 to 2016.

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Table 1.1: Cases of Building Collapse in Nigeria between 2012 and 2016
S/N Building Description Location Date of Casualty
Collapse
1 Three-Storey block of flats. No. 16, Nnobi street Enugu, Enugu state 2012 -

2 One-Storey residential building. Awka, Anambara state 2012 -

3 Three-storey block of flats Owerre, Imo state 2012 -
4 Four-Storey block of flats Agbama estate Umuahia, Abia state 2012 Undisclosed number
of death.
5 Four-Storey commercial building Obanye street Onitsha, Anambara state 2013 -

6 Two-Storey school building Bukuru Jos, plateu state 2013 10

7 Three-Storey building, Oloto street Ebute Meta Lagos state 2013 7
8 Three-Storey building No. 12 Hadeja road, Kaduna state 2013 3

9 Six-Storey guest house building Ikotu Egbe, Lagos state 2014 116 dead and 100
injured
10 Three-Storey building Ebute Meta, Lagos state 2015
11 Residential building Dolphin estate Ikoyi, Lagos state 2015 3 injured
12 Five-Storey building Lekki garding, Lagos state 2016 34 dead
13 Four-Storey shopping plaza Itoku market Abeokuta, Ogun state 2016

Source: Oloke, Ogunde and Joshua (2017)

Poor project management cause by poor project initiation, lack of planning, poor execution, inadequate
and efficient monitoring and control and poor evaluation of project progress and closure is one of the major
factors influencing poor quality and collapse of building in Nigeria (Adeyemi, 2013; Ayodeji et al., 2017). Also,
unethical practices has been recognized as a factor affecting poor quality and collapse of building in Nigeria
(Oyewobi, Ganiyu & Oke, 2011; Ede, 2013). Thus, building poor quality and collapse in Nigeria is caused by
poor project management and unethical practices.
However, project management and ethical practices can improve building construction quality (Ayodeji
et al., 2017; Rahman et al., 2007; Adeyemi, 2013; International Ethics Standards Coalition, 2016; Vee &
Skitmore, 2003; Adul-rahman, Wang & Yap, 2010; Besterfeild et al., 2003). Ayodeji et al. (2017) states that PM
can improve construction quality through the role of project manager. In the same vein, Adeyemi (2013) posits
that project management engender construction technical and business success. Also, Oyewobi, Ganiyu and Oke
(2011), Adul-rahman, Wang and Yap (2010), Vee and Skitmore (2003) and Besterfeild et al. (2003), postit that
ethical practices improve construction quality which enhance competitiveness, customer satisfaction and reduce
cost of construction. Adul-rahman, Wang and Yap (2010) study the effect of professional ethics on construction
quality in Malaysia and concluded that professional ethics influence construction quality. Vee and Skitmore
(2003), also, study professional ethics in Australian construction industry and posit that good ethical practice is
an important goal in an organisation.
Oloke, Ogunde and Joshua (2017) study how post-development management of property can improve
collapse of building in Nigeria. Oyedele et al. (2015) identified the factors affecting building construction
processes for the purpose of improving construction quality in Nigeria. Chendo and Obi (2015) examine factors
that cause building collapse and its effects on the stakeholders and general public in Nigeria. Olagunju, Aremu
& Ogundele (2013) examine the critical causes of building collapse and its types. Oyewobi, Ganiyu and Oke
(2011) identified the causes of unethical practices in the construction industry in Nigeria. Ayodeji et al. (2017)
study how PM can improve construction performance in Nigeria through the role of project manager. Their
study centres on the role of project managers in improving construction performance. Adeyemi (2013) studied
the influence of project management on construction company’s performance in terms of technical and business
success.
The review intends to extend the project management process framework by integrating ethical
practices to examine the correlation between building project management process and building construction
quality. Thus, ethical principles by international ethics standards (2016) would serve as mediating variables to
strengthen the relationship between project management process and building construction quality in Nigeria.
Based on literatures, no study has employed the international ethical standards to mediate the relationship
between building project management process and building quality.

II. PROJECT MANAGEMENT

The project management concept was coined from US defense aerospace in 1953 (Hornstein, 2015).
PM is critical and well recognized in construction industry (Sanjuan & Froese, 2013). Essence of PM is to start

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plan, execute, monitor, control and close project to achieve the desire objective efficiently and effectively. This
is known as standard project management process (Truman & King, 2018). Furthermore, project management
objective is achieved through applying and integrating project management process. Project manager is saddled
with the responsibility of achieving project objectives. Project management is defined by different authors in
different ways (Hornstein, 2015; Najmi, 2011; Yimam, 2011). The different definition emphasizes on different
aspects of project management. Table 2.1 below presents definitions of project management by various scholars.

Table 2.1: Definitions of Project Management

Source Definition
Truman and King, 2018; The utilization of knowledge, tools, techniques and skills to project activities to meet project
Hornstein, 2015; Project prerequisites.
Management Institute (PMI),
2013
Yimam, 2011; Fewings, 2005; The utilization and integration of knowledge, techniques, tools and skills for tota planning,
Carmichael, 2004; Chartered coordinating, control and directing a project from beginning to the end and motivation of
Institute of Building, 2002 stakeholders to achieve performance in terms of time , quality and cost.
Najmi, 2011 The use of resources in an organisation for project activities to achieve targeted time, cost and
quality.
Kerzner, 2006 The planning, directing, controlling and organising the company’s resources for a generally short
term objectives which has been established to fulfil specific objectives and goals.
Ali, 2010 It involves planning, monitoring, controlling and organising of various aspect of projects and
motivations of stakeholders involved to attain the safety objective of a project and within the
stipulated time, performance and cost criteria.
Source: Truman and King (2018); Hornstein (2015); Project Management Institute (2004, 2013); Yimam
(2011); Najmi (2011); Kerzner (2006); Ali (2010)

As stated earlier and in the Table 2.1, several definitions of project management exist. The definitions
are based on individual and institutional concept. However, the definitions emphasized on project management
as a process for achieving the objectives of the project with respect to time, quality and cost. PMI describes
Project Management as “the application of knowledge, skills, tools and techniques to project activities to meet
project requirements”. The description recognizes that PM involved processes and emphasized on project
quality as an objective.
Project management process and the body of knowledge of project management are developed and
published by the institute of project management (Ali, 2010; Project Management Institute, 2004). The
standards of project management process and project management body of knowledge developed by the institute
of project management are arguably the most effective (Project Management Institute, 2004; Ali, 2010). Project
management process is used to achieve each of the knowledge area in the project management body of
knowledge (Project Management Institute, 2004, 2013; Ali, 2010; Truman & King, 2018). As earlier stated,
project management process includes; to initiate, plan, execute, to monitor and control, and lastly to close.
Truman and King (2018) posit that project management body of knowledge and construction project
extension consist of thirteen knowledge areas. Thus, there are nine basic project management bodies of
knowledge areas which are applicable to all projects while the construction extention project management body
of knowledge are four which are peculiar and applicable to construct project alone. The project management
bodies of knowledge are 1) project integration management 2) project time management 3) project quality
management 4) project scope management 5) project cost management 6) project communication management
7) project procurement management 8) project human resource management 9) project communication
management 10) project risk management 11) project safety management 12) project claim management 13)
project financial management. The project management guide provides matrix which maps out the five project
management processes, process group and associated project management body of knowledge (Truman & King,
2018; Ali, 2010; Ngoc, 2010). Table 2.3 presents project management processes, associated process group and
body of knowledge mapping.

Table 2.3: Mapping of the PM Processes to the PM Process Group and the Knowledge Areas
Processes Initiating Planning Process Group Executing Process Monitoring Closing
Knowledge Area Process Group Group Process Group Process
Group
Project Develop project Develop project Direct and manage Monitor and control Close
Integration charter. management plan. project execution project work. project.
Management Develop Integration change
preliminary control.
project scope
statement.

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Project Scope Scope planning, Scope Scope verification.
Management definition. Scope control.
Create WBS.
Project Time Activity definition, Schedule control.
Management Activity sequencing.
Activity resource
estimating, Activity
duration estimating,
Schedule development.
Project Cost Cost estimating. Cost control.
Management Cost budgeting.
Project Quality Quality planning. Perform quality Perform quality
Management assurance. control.
Project Human Human resource Acquire project Manage project team.
Resource planning. team. Develop
Management project team.

Project Communications Information Performance

Communication planning. distribution. reporting.
Management Manage stakeholders.
Project Risk Risk management Risk monitoring and
Management planning, Risk control.
identification, Qualitative
risk analysis,
Quantitative risk analysis,
Risk response planning.
Project Plan purchase and Request seller Contract Contract
Procurement acquisition. response. administration. closure.
Management Plan contracting. Select sellers.
Project Safety Safety planning Safety plan Administration and
Management execution reporting.
Project Environmental planning. Environmental Environmental
Environmental assurance. control.
Management
Project Financial Financial planning. Financial control. Administration and
Management records.
Project Claim Claim Claim quantification. Claim prevention. Claim resolution.
Management identification.
Source: Project Management Institute (2018); Truman & King (2018)

Each project knowledge area is achieved by employing project management process (Truman & King,
2018; Ali, 2010; Ngoc, 2010; Project Management Institute, 2004). Hence, building construction quality can be
improved by employing project management process. Thus, this work intends to employ project management
process to improve building construction quality.

II.I Ethical Practices in Nigerian Industry of Construction

Professional ethical practices in industry of construction form the foundation upon which the
construction industry can improve its quality (Abdul-rahman, Yang & Yap, 2010; and Dindi, 2016). Culture of
professional ethic practices anchored on the principles of standard service, lawfulness, transparency, honesty,
responsibility and accountability (International Ethics Standard, 2016). Thus, to improve building performance
quality, it is important to implement and observe professional ethical standards.

II.I.I Standard Service

Standard service is required from construction professionals for qualitative building performance.
Standard service required qualified workforce, willingness to execute standard construction work and standard
materials. Adebayo (2000) opined that building projects gain trust when the building designer or the foreman
demonstrates competence as reflected on their work which is commensurate with the amount of payment for
their services. Contractors must utilize quality building materials according to specifications, while the site
manager should strictly implement quality requirements required of workers. Windapo (2006) and Dada (2006)
attributed the collapse of various structures in Nigeria to the ignorance of building managers and the lack of
awareness among construction professionals in the proper management of construction tasks.
Shola et al. (2015) argued that in Nigeria, collapse of building is brought about employing unqualified
professionals and workforce. Some potential owners of building tends to evade the qualified professionals
because of unwillingness to pay consultancy charges. All things considered, the potential builders will seek the
services of con artist that are eager to concede to lesser/reduced fees. The local planning authorities who are
believed to be in collusion with the con artist normally endorse the designs of these con artists. Whenever an

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accident happens on sites, the customers blame consultants and contractors. Apparently, customers’ common
attitude to compromise is one major problem that impact the process of building.
Adebayo (2000) suggested that the knowledge, competency, skills, experience and personal ability of
construction professionals are necessary to ensure building integrity. It should be noted that many contractors,
during construction, either on directive of their clients/builders or in a bid to compromise to make the most
profit, modify the endorsed building plans without a conforming alteration to structural drawings to the
disadvantage of the structure.

[Link] Lawfulness
Compliance with environmental and professional laws is critical to improve construction project. Thus,
contractors should adhere to environmental and professional law for qualitative construction project. In the
study of Fagbenle and Oluwunmi (2010), Building Regulation Acts implies all rules associated precisely with
the control of construction structures. Also, the study posited that dominant regulation should be supported with
system to ensure compliance as normal civilian only heed to laws which are obligatory.
Femi (2014) asserts that few imperfections in the structures happen because of noncompliance with
specifications given by the civil engineer. Furthermore, noncompliance with suitable building construction
codes and standards are likewise made by builders that are obvious from defects of the construction. Moreover,
He expressed that generally execellent construction project set out all the cycles that ought to be clung to dodge
mistakes screw up during the building of a project. Nevertheless, a few contractors choose to utilize their
specific experiences as an option in contrast to specification offered. Chendo and Obi (2015) corroborated the
issue of noncompliance, in Nigeria, with the current laws stating that a four storey building which is under
construction at Agbama Estate, Umuahia also collapsed.

[Link] Transparency
One of the viable measure used in curtailing corruption in the industry of construction is transparency
(Park & Blekinsopp, 2011). Transparency initiatives are crucial components of fundamental approaches by
government to encourage transparency and mitigate corruption and corrupt practices (Bertot et al, 2010). Also,
it is about unselfishly willing to share with others information of government decision and activity, good record
management and access to informations that are significant to all sections of society (Armstrong, 2005).
Conferring to Kolstad and Wiig (2008), there is connection between high levels of corruption and not being
transparent. A more significant level of openness in making decision raises the likelihood that wrong doing or
corruption is uncovered (Bac, 2001).

[Link] Honesty
The industry of construction main thrust is to provide value for the client through good delivery of
service that is grounded on ethical standards exhibited by the professionals of industry of construction. Industry
of construction has the key obligation of shaping national growth through the supply of manpower growth,
infrastructure, resource employment, formation of fixed capital and betterment of the gross domestic product
(Omole, 2000; Hillebrandt, 2000). Considering this, hence, it is anticipated that construction professionals ought
to carry out their duties with greatest abidance to professional ethical standards, or to be honest in their dealings
with clients and other stakeholders.
Honesty is a rare virtue especially in the construction industry where knavery and lack of fair conduct
mostly occur at the very important phases (Alutu, 2007). Bowen et al. (2007) analyzed primary opinions on
knavery and lack of fair conduct from key stakeholders in construction projects such as: 1) architects have the
notion that contractors are knavery on matters relating to contractual specifications; 2) contractors have the
notion that the proffering arbitration procedure is unjust and whenever clients step in, in the process of
construction, there is present of prejudice in professionals’ acts; 3) quantity surveyors on their part have the
notion that contractors constantly repetitively lay claim in the project construction stage.

II.I.V Responsibility
Ethical responsibilities are the duties owe all stakeholders in the industry of construction by the
companies in Nigeria, and not just financial supporters or investors. Building professionals can encourage the
value of ethical responsibility by demoing how they should be responsible to any consequences to the building
and its integrity. Ethical responsibility can be incorporated into sustainability initiatives in the accomplishment
of better building quality as well as ameliorated productivity, good corporate governance, and ameliorated
stakeholders’ relations and reduced accident/incident rate.

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[Link] Accountability
Accountability simply refers to the accountability and openness of government, organisations and its
employees to the public. Unless the security of the country is involved, records of government activities should
be accessible to the people (Bovens, 2007). The state of public accountability in Nigeria is a form of grandiosity,
in such a manner that the more attention is given to it, the more worrisome it becomes (Thovoethin, 2003). In
recent years, however, the country has implemented stricter rules for government and organisational projects to
ensure accountability. For example, open tendering methods are used where government projects are announced
on government portals, giving room for accountability and removing the burden of biases as might be brought
where selected list is drawn up. After collection from all the respondents to a pre-qualification advertisement, a
committee called Tender Evaluation (TEC) shall analyze the return based on the following criteria: (1) evidence
of incorporation, (2) company’s audited accounts for 3 years, (3) tax clearance evidence for 3 years, (4)
financial capabilities evidence and/ or banking support, (5) records of previous projects and (6) experience and
technical qualification of key personnel.

[Link] Ethical Practices and Building Performance

According to Valtonen (2005), ethic is very important in construction however, there is limited
literature. Studies have affirmed that ethical practice influences building construction quality (Dindi, 2016;
Abdul-rahman, Wang & Yap, 2010; Rahman et al., 2007). Ethical practices in building construction form the
basis for improved quality of building performance. Thus, a culture of good ethical practices is critical for
qualitative building performance.
Abdul-rahman, Wang & Yap (2010) stated that issues related to quality are mainly influenced by factor
that has to do with human. Abdul-rahman, Wang & Yap (2010) who studied the effect of professional ethic on
construction quality in Malaysia posit that ethical practices positively influence building quality in Malaysia.
Furthermore, ethical practices are precondition for acceptable and sustainable building performance quality.
Their study employed questionnaire survey. Thus, questionnaire was administered on professionals/managers
and found that professional ethics has positive relationship with building performance. Thus, good ethical
practices improve building construction quality. Quality depends on ethical behaviour (Besterfield et al., 2003).
According to them good ethic means good moral principle and when there is good moral principle, customers
are satisfied through improved quality. Also, Valtonen (2005) studied ethical principles in Finland construction
and estate business and posit that ethical principles influence construction quality.
Vee and Skitmore (2003) studied professional ethic in Australian industry of construction and affirmed
that ethical practices has correlation with construction quality. Their study employed questionnaire survey for
data collection. Dindi (2016) affirmed that human factor plays an important role on building construction
quality. The study focuses on personal ethic in Kenyan construction industry and affirmed that personal ethic
has direct relationship with building construction quality. Adnan et al. (2012) posit that unethical practices result
to building construction poor outcome while ethical practices engender qualitative building construction
outcome. Their study focuses on ethic in construction industry from contractor’s perspective. Although studies
have shown that ethical practices improve construction quality, the studies do not state the types of ethical
practices that improve construction quality.
Several ethical principles exist to promote construction performace in general, as a result of the
importance of ethical practices in construction,. These ethical principles are established by both government
authorities and professional bodies locally and internationally. The ethical principle published by international
ethics standards includes: standard service, lawfulness, transparency, honesty, responsibility and accountability.
Employing ethical practices as mediating variable will strengthen the relationship between project management
process and building construction quality because project management processes are carried out by human being
and their ethical behaviour influences the process and building construction quality.

III HYPOTHETICAL MEDIATION MODEL OF THE STUDY

In this study, Figure 1 represents the theoretical mediation model, which is an adoption of Model 4 for
process macro that is advanced by Hayes (2013[b]). This model has one mediating variable (Enfrcmnt) which is
situated between the independent variable (Inflcng) and the outcome variable (CsttPerf). Figure 1(a) displays the
complete effect model (c-path) among IV and DV, while Figure 1(b) portrays an indirect influence model along
the indirect path (a-path and b-path) and the direct influence between IV and DV while controlling MV (c'-
path).

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In view of the hypothetical model of this study (Figure 1), IV = Infllc, MV = Enfrcmnt and DV =
CstPerf:
Numerically total influence = Direct effect + Indirect effect
c = c' + ab
The total influence of IV on DV is the regression coefficient anticipating DV from IV in the model
exploded as (c-path) introduced in Figure 1(a). While Figure 1(b) displays the indirect influence of IV on DV
which is the product of the a-path and b-path (ab). Though, the a-path is the regression coefficient
approximating the Mediating variable (MV) from IV and in the model the b-path is the partial regression weight
for the mediating variable (MV) approximating DV from both IV and MV. Likewise, the c'- path is revealed in
Figure 1b, in which the IV directly influence DV while controlling MV.

Project Related Factors Building Performance Success

Fig. 2. The Relationship between Project Related Factors and Building Performance Success

IV MEDIATION MODEL OF THE STUDY

The principal aim of this study is to examine the mediating effects of Ethical Practices in the
enforcement and efficient consistence of building execution of development ventures. SPSS Version 24
(Statistical Package for Social Science) is a versatile statistical mediation tool utilized in accomplishing the
objectives of this study.
Ethical Practices influences of standard service, lawfulness, transparency, honesty, responsibility and
accountability were acknowledged via reviews of extensive literature as a significant barriers that influences
total compliance of building performance in projects. Existing literature shows that the influencing factor of
Ethical Practices commences both within the procurement bodies which is identified as internal project awards
of contracts and, also, from external bodies, commonly ministries and other governmental organisations
(Zadawa, Hussin and Osmadi, 2015; Fayomi, 2013). However, these upheld the earlier predictions dependent on
the hypothetical model of this study which means that the Ethical Practices in Nigeria, influences or affects
building performances of construction projects.

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Fig. 3. Proposed Research Theoretical Framework on the Effects of Project Management Factors and Ethical
Practices towards Building Performance in Lagos State of Nigeria State of Nigeria
Source: Adapted from Belassi & Tukel (1996); Ali (2010); Nifa et al. (2013)

V THEORETICAL CONCEPT OF THE STUDY

There are two major theories that guides this study, which are; the institutional theory and the principal
theory. These two theories are utilized in outlining the hypothesized model which is line with the research
questions, objectives and methodology of this study. These theories is embraced from past related studies on the
subjects of compliance with the regulation of public procurement like that of Tukamuhabwa (2012) and Sang
and Mugambi (2014).
Conferring to the principal agent theory concept, Reimarova (2012) posited that once there are
inconsistencies between regulatory policies, for instance, the PPGs and the formal process or public system,
there is probability of noncompliance to the procedures or regulatory policy directing the system. Similarly,
Bolton and Dewatripont (2005) upheld that the principal agent theory is commonly deliberated as contract
theory which includes various sets of family models utilized in surveying and assessing public procurements and
related contract procedures.
While institutional theory, generally used in evaluating public procurements elements, portrays the
degree of compliance with the regulatory rules, procedures, routine, norms and, procedural manual within an
organization or system (Scott, 2005). Institutions comprises of three essential pillars, namely; regulatory,
normative and cognitive (Scott, 2005). The regulatory pillar focuses on some essential compliance system like
procedural manual, guidelines and enforcement (practicality as the premise of compliance). The normative pillar
for compliance depends on norms, values and social responsibilities. While cultural cognitive pillar includes
understanding, beliefs, symbol and identities (Tukamuhabwa, 2012; Scott, 2005).
In light of the Principal Agent and Institutional theory concept which guides and supports this model
study, tends to be perceived that the activities of construction procurement in procurement bodies of Nigerian
government universities and other public higher institutions in the nation are steered by the public procurement
guiding principle as given by PPA 2007. Therefore, the idea of principal agent theory and the three pillars of
institutional theory, that is; the regulatory, normative and cognitive, emphasized enforcement as a compliance
system as significant by Reimarova (2012), Scott (2005).

VI. RESEARCH METHODOLOGY

This study is a quantitative research. A structured survey questionnaire is used to administered
questionnaire to 540 construction procurement shareholders and project parties in the procurement bodies of
public universities in Nigeria. This study concentrated on the northern district in Nigeria with 22 government
universities out of 40 government universities in the nation. This district covers about 80% of the nation’s land

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mass, with three geographical regions, 19 states and as Abuja being the Federal Capital Territory (FCT)
(Gambo, Said and Ismail, 2014).
The population of this study includes an aggregate of 1,870 construction project parties and
procurement shareholders who are mainly project clients, registered project managers, registered contractors and
registered professional consultants. The sampling technique employed in this study for selecting samples is
stratified proportionate random technique as it guarantees a specific degree of accuracy (Delenius and Hodges,
1959). Every class of stakeholders, as itemized, is deliberated as a strata. The stratified proportionate sample
from each strata is calculated to make up the research sample of this study utilizing the formula as stated below;
Stratified proportionate sample for each strata N1 = (Xn × Yn) ÷ N
Where;
Xn = Strata population
Yn = Strata sample
N = Total population
The sum of individual sample from every strata (N1 + N2 + N3 + N4 …) gives the complete sample required.
Table 1 depicts the particular population of every strata and the assessed stratified proportionate
random sample of every starter.

VI.I Building Performance Instrument

Evaluated under this section are project management process assessment instrument, professional
ethics practices assessment instrument, and building construction quality assessment instrument among others.

[Link] Project Management Process Assessment Instrument (PMPAI)

Project management process instrument evaluated project management process practice on five
dimensions which includes initiating, planning, executing, monitoring and control and close. Each question
(questionnaire) is graded using a 5-point Likert scale, ranging from 1 = strongly disagree to 5 = strongly agree.
A higher score showed a greater affinity for associated dimension of project management process practice
(Table 3.1). The project management process practice variables are assessed by total average score of the thirty
two (32) items on PMPAI. A higher total project management process practice score indicates a greater affinity
for project management practice.

Table 3.1: Project Management Practice Assessment Instrument (PMPAI)

1. Project Manager and Team Members’ Competency
1. Project management in building construction in Nigeria involves Project Manager and Team Members’ competency
2. Building construction in Nigeria involves preliminary project scope statement during project initiation by Project Manager and
Team Members’.
3. Project management in building construction in Nigeria involves Project Manager and Team Members’ experience.
4. Project management in building construction in Nigeria involves Project Manager and Team Members’ technical capability.
5. Project management in building construction in Nigeria involves Project Manager and Team Members’ leadership skills.
6. Project management in building construction in Nigeria involves Project Manager and Team Members’ commitment.
7. Project management in building construction in Nigeria involves usage of Project Manager and Team Members’ adaptability to
changes at all required times.
8. Above processes improve building construction quality in Nigeria.
3. Project Related Factors
1. Initiating process as the beginning phase is vital to building construction project in Nigeria.
2. Planning effort is vital to building construction project in Nigeria.
3. Monitoring and Control mechanism effort is vital to building construction project in Nigeria.
4. Communication system effectiveness is vital to building construction project in Nigeria.
5. Coordination effectiveness is critical to building construction project in Nigeria.
6. Directing and managing project during execution is vital to building construction project in Nigeria.
7. Performing quality assurance is vital to building construction project in Nigeria.
8. Information distribution is critical during building construction project execution in Nigeria.
9. Requesting for sellers and suppliers’ responses is critical for building construction project.
10. Selection of seller and suppliers is integral part of building construction project in Nigeria.
11. Formal dispute resolution process can improve building construction quality in Nigeria.
12. Incentives on every successful construction project can improve building construction quality in Nigeria.
13. Project close and delivery handover system is critical to building construction project in Nigeria.
14. Project execution processes above can improve building construction project in Nigeria.
Source: Adapted from Belassi & Tukel (1996); Ali (2010); Osman, W. N. (2013)

[Link] Ethical Practices Assessment Instrument (EPAI)

Ethical Practices Assessment Instrument (EPAI) is theoretically based on the International Ethics
Standards to improve ethical practices in construction, land, infrastructure, property and other related
professions (International Ethics Standards, 2016). The ethical standards have been employed by previous

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researches before its establishment by international ethics standards (2016). For example, Vee and Skitmore
(2003) employed professional ethic to study construction industry in Australia.
Ethical practices include standard service, lawfulness, transparency, honesty, responsibility and
accountability. Ethic practices served as the mediator. The various questions in EPAI determine whether
construction industry professional ethic practices is in line with the international standard. Each question in
EPAI is graded with a Likert-type scale ranging from 1 = strongly disagree to 5 = strongly agree (see Table 3.2).
The highest average score of ethical practice is considered the dominant ethical practices.

Table 3.2: Ethical Practices Assessment Instrument (EPAI)

1. Standard Service
1. Professionals in building construction provide services based on their competency in Nigeria.
2. Building construction professionals provide only services which they are qualified to do in Nigeria.
3. Building construction professionals provide reliable leadership and skills for colleagues or teams in Nigeria.
4. Building construction professionals ensure that employees or associates employed are competent for the services/roles given to
them in Nigeria.
5. Government provides enabling environment for standard practice in construction industry in Nigeria.
6. The above ethical standard services can improve building construction quality in Nigeria.
2. Lawfulness
1. There are established laws by government guiding professional practice in construction industry in Nigeria.
2. Building construction professionals applies applicable laws to discipline their errant members in Nigeria.
3. Building construction professionals observe international laws applicable in discharging their professional duties in Nigeria.
4. Building construction professionals observe environmental laws applicable in discharging their professional duties.
5. The above ethical lawful practices can improve building construction quality in Nigeria.
3. Transparency
1. Building construction professionals are to be open and accessible in the discharge of their professional duties in Nigeria.
2. Building construction professionals are act without misleading or attempt to mislead in the act of proving services in Nigeria.
3. Professional ethics demand that building construction professionals are not to withhold information or misinformed in respect of
their services in Nigeria.
4. Professional ethics demand that building construction professionals are to presents relevant documents or materials in a plain and
intelligible language in Nigeria.
5. Above ethical transparent practices can improve building construction quality in Nigeria.
4. Honesty
1. In building construction, professionals act with integrity in Nigeria.
2. Building construction professionals act in fairness in Nigeria.
3. Building construction professionals advice based on its relevant, valid and objective evidence in Nigeria.
4. Above ethical honest practices can improve building construction quality in Nigeria.
5. Responsibility
1. Building construction ethics demand that professionals be transparent, truthful and trustworthy in all financial dealings in
discharging their duties in Nigeria.
2. It is ethical for building construction professionals to take full responsibility for services provided in Nigeria.
3. Above ethical practices can improve building construction quality in Nigeria.
6. Accountability
1. Building construction professionals are to be accountable financially in Nigeria.
2. Building construction professionals are to be accountable materially in Nigeria.
3. Building construction professionals are to be accountable for all services rendered in Nigeria.
4. Above professional ethics about accountability can improve building construction quality in Nigeria.
Source: Vee and Skitmore (2003); International Ethics Standards (2016)

[Link] Building Performance Assessment Instrument (BPAI)

Quality is a significant indicators of performance. In project management, quality is an essential
knowledge area in project management body of knowledge (Truman & King, 2018). Project management body
of knowledge (PMBOK) separate PM function into nine knowledge areas and addition of four more areas by
construction extensions which are particular to construction industry (Truman & King, 2018). Each of the
knowledge area is achieved by the five PM processes. Several researches have employed questionnaire to assess
construction quality for the purpose of construction performance. For example, Abdul-rahman et al. (2010)
study the impact of professional ethic on construction quality in Malaysia. Also, Oyedele et al. (2015) study the
factors that influence construction quality from Nigerian perspective. Construction quality is measured by using
construction quality instrument developed by Abdul-rahman et al. (2010) and Oyedele (2015). Each question in
construction quality assessment instrument is graded with a Likert-type scale ranging from 1 = strongly disagree
to 5 = strongly agree (Table 3.3).

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Table 3.3: Building Performance Assessment Instrument (BPAI)
Building Performance
1. Project Management processes can improve Building performance.
2. Project Manager Competency can improve Building performance.
3. Project Team Members Competency can improve Building performance.
4. Project Related Factors are critical to improve Building performance.
5. Construction ethical practices can improve Building performance.
6. All the above factors relates to quality planning and assurance that can improve Building performance.
7. Quality assurance routine can improve Building performance.
8. Quality control can improve Building performance.

Source: Adapted frrom Abdul-rahman et al. (2010); Oyedele et al. (2015)

VII. RESULTS AND ANALYSIS

Ethic is fundamental for every performing business and industry (Valtonen & Nousiainen, 2005; Kang,
Price, Thorpe & Edum-Fotwe, 2004 ). Thus, ethical practices can improve PM process of Project Manager and
Team Members’ Competency and Project Related Factors and building performance. Abdul-rahman, Wang and
Yap (2010) and Dindi (2016) posit that ethic is critical for construction industry performance. In literature, there
is no generally accepted definition of ethical behavior (Valtonen & Nousiainen, (2005) and Ho, 2011 ).
According to Valtonen (2005) ethical behaviour is morally right or good behaviour. Ethical behaviour is
behaviour that conforms to personal, professional, organizational and society value (Navran, 1992; Jones, 1991).
Also, Ho (2011) defined ethical behaviour as morally and legally accepted behaviour in the society.
Ethical practices in construction industry are viewed from different perspectives by different scholars
(Dindi, 2016). There are three main perspectives of ethical practices in construction industry. The three main
perspectives are: (1) management/business ethics, (2) professional ethics and (3) personal ethics.
Management/business ethic is expected behaviour of an individual guided by management or business principles
in an industry or group in an industry (Ho, 2011). For example, Ho (2011) reviewed management ethic theories
in construction industry. Professional ethic is expected behaviour of an individual guided by set of principles of
professional practice in an industry or group in an industry (Dindi, 2016; Vee & Skitmore, 2003). For instance,
Vee and Skitmore (2003) study professional ethic in Australian construction industry. Also, Abdul-rahman,
Wang and Yap (2010) study the impact of professional ethic on construction quality in developing country.
Personal ethic is moral principles or behaviour of individual that is guided by personal decision (Dindi, 2016).
For example, Dindi (2016) study personal ethic in Kenyan construction industry. In addition, several definitions
of ethical practice exist however, all the definitions emphasised on right and good behaviour in an organisation
or society. This analysis follows the definition of ethical behaviour by Navran (1992) and Jones (1991). Thus,
this analysis defines ethical behaviour in construction as behaviour that conforms to professional and
construction values in construction industry that can improve construction quality.
Researches from several countries in the world unearth the degree of unethical behaviour showing at
various levels for instance, in Malaysia (Abdul-rahman, Wang and Yap (2010), the United Kingdom (Mason,
2009), Australia (Vee and Skitmore, 2003), Pakistan (Nawaz and Ikram, 2013), the United States (Jackson,
2005), China (Zou, 2006), in Kenya (Mathenge, 2012), and in Nigeria (Ameh and Odusami, 2010). In the study
of Rahman, Karim, Danuri, Berawi and Yap (2007), to a great extent, ethical issues influences the integrity of
the construction instruction as well as its products. The said construction industry is categorised with poor
ethical culture Tow and Loosemore, 2009). Thus, there is need for an adjustment in construction ethical practice
to handle ethical issues within the industry.
As indicated by Vee and Skitmore (2003), ethic commonly comprises of a system of moral principle in
which human activities and proposals might be made a decision about good and bad ( that is; been right or
wrong). It also refers to rule of conduct perceived in regard of a class of human activities and moral principles of
a person. Fellows (2003) and Abdul-Rahman et al. (2010) affirmed that the ethics of professionalism is a system
of behavioural standards. This means that a professional ensures that clients’ interests are put before his own
interest and the interest of the public is perceived and regarded and respected (Howard, 2000). Treating others
with similar level of honesty that they might want to be treated is professional ethics (Vee and Skitmore, 2003)
Furthermore, professional ethic includes evaluating every choice in practice seeing individual moral
concern as well as in terms of professional standards (Vee & Skitmore, 2003). Professional ethics issue impact a
wide range of society within the construction industry. There are numerous motives why professionals are
engaged in unethical practices, this might be because of legislative enforcement inadequacy, economic
downturn, lack of ethical education from schools and professional institution, fierce competition, high
complexity of construction work and cultural changes (Adnan et al., 2012).
Ethic has an indisputable effect on the believability and economic sustainability of an organization just
as it affects the integrity of professionals working for the organization. There is a growing sentiment in the
construction industry in which corruption and other unethical practices are endemic in the industry (Ameh and

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Odusami, 2010). Nevertheless, ethic in construction highlights the principles of of significant value based
leadership, underscoring the requirement for shared values, respectability in the bidding and contracting
processes, partnering, balancing of risks with financial rewards, common understanding of professional practice
and the building of long term trusting relationship (Moylan, 2008). In order to achieve growth, the highly
competitive business world have established extensive pressure upon project managers. Conferring to the study
of Mishra and Mittal (2011), the pressure is directed towards the survival and benefit building that constrains the
project managers to resort to unethical practices.
Mason (2009) buttressed that within the construction industry, professional ethic is viewed as a
prominent topic. In the construction industry, ethical behaviour is a subject seldomly examined openly possibly
in the light of the fact that it resembles the proverbial “throwing stones in a glass house” (Miller, 2011).
Although, Ho (2011) stressed that the construction industry is a primary driver of economic growth in several
countries, it contends with a long list of ethical issues that are identified with behaviour such as lying, bid
shopping, unreliable contractors, payment games, claims games (like false claims, inflated claims), collusion,
fraud, threats, conflict of interest, and professional negligence.

VIII. CONCLUSION
There are number of studies aimed at improving building construction in Nigeria, however, based on
literatures, none of the studies has ever investigated the relationship between project management process of
Project Manager and Team Members’ Competency and Project Related Factors and building performance using
ethical practices as mediating variable. Most of the reviews towards improving building performance in Nigeria
had been (focus) on technical aspect of construction but this paper focused more on managerial perspective.
Hence, this paper is different from other papers that hitherto examined project management and ethical practices
in building construction in Nigeria. This paper is necessary and timely because of the consistent poor building
quality that frequently results to building collapse in Nigeria.
To the knowledge of these researchers, no study has been done on testing the international ethics
standards empirically in building construction in Nigeria context. Therefore, the weakness of this paper was
inability to review the international ethic standards empirically in building construction in Nigerian context.
This paper however filled the gap as it investigated the relationship between project management process of
Project Manager and Team Members’ Competency and Project Related Factors and building performance using
professional means.

IX. APPRECIATION
In carrying out this research, we acknowledge the sincere support received from the following:
1). Builder Adenie Saidi and Builder Sunday Wusu of the Nigerian Institute of Building, Lagos State Branch,
2). Engr’ Lola Adetona and the management of the Nigerian Institute of Civil Engineers, Lagos State Branch,
3). Mr Ayuba Akere and the management of the Nigerian Institute of Quantity Surveyors, Lagos State Branch
and 4). The management of the Nigerian Institute of Town Planners, Lagos State Branch.

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