CHAPTER
ONE
INTRODUCTION
1.1 BACKGROUND OF THE STUDY
Construction impacts
the quality of life for building facilities and plays a major role in a
nation’s economy and development. Safety, Health and Welfare at Work Act (2005)
Section 17(4) basically sets out that construction work is an
activity on structure that includes building work, civil engineering or
engineering construction work.
Furthermore, the end-products of construction works had been in the centre
of economic development of a nation. According to Farooqui. Mashood and Aziz
(2008) construction sector is globally considered to be a basic industry on
which the development of the country depends. To a great extent, the growth of
a country and its development status is generally determined by the quality of
its infrastructures and construction projects.
Construction
project development involves numerous parties, various processes, different
phases and stages of work and a great deal of input from both the public and
private sectors, with the major aim being to bring the project to a successful
conclusion (Takim and Akintoye, 2002). Hence, the success of any construction
project can be expressed in terms of performance. Blismas, Slier and Thorpe
(1999) reckon that project performance is the act of fulfilling the project
goals at the inception by the client and the project team in terms of the
budget, duration, and quality and client satisfaction. According to Egemen and Mohamed (2006), performance evaluation in
construction generally focuses on a limited number of performance elements
related to the product, which are completing the project on time, within budget
and with the required quality.
According to Jackson
(2004), quality is contained in the tripod of construction management; it does
not only impact appearance and durability but also the performance of a
project. In today’s construction climate, public sector owners are finding
themselves under increasing pressure to improve project performance, complete
projects faster, and reduce the cost of administering their
construction programs.
However, Abdul-Rahman, Wang
and Yap (2010) mentioned that clients and customers, both from the public and
private sectors, nowadays place more emphasis on the quality of products rather
than the cost and time which was the major concern in the past. In terms of
quality in construction, Arditi and Gunaydin (1997) opined that ‘high quality
building project depends a great deal on factors such as the design being
easily understandable and
applicable, conformity of design
with specifications, economics of construction, ease of operation ,ease
of maintenance and energy efficiency.
1.2 RESEARCH AIM AND OBJECTIVES
The aim of this study
is to assess the quality culture on building construction works in Kwara State,
Nigeria. To accomplish this aim, a number of research objectives have been
established:
These include:
1. To assess the perception of quality in construction industry in
Nigeria
2. To
evaluate the factors affecting the implementation of quality culture in
construction works in Nigeria
3. To
examine the factors affecting the maintenance of quality culture in
construction works in Nigeria
4. To evaluate the constraints encountered in the implementation of
quality culture in construction works in Nigeria.
1.3 RESEARCH QUESTIONS
1. What is the perception of quality on building construction
industry in Nigeria?
2. What
are the factors affecting the implementation of quality culture on building construction
works in Nigeria?
3. What
are the factors affecting the maintenance of quality culture on building
construction works in Nigeria?
4. What
are the
constraints encountered in the implementation of quality culture on building construction works in Nigeria?
1.4 RESEARCH HYPOTHESIS
This study intends to
test the hypothesis that:
1. There
is no significant difference between the level of quality culture in public and
private organizations in Nigeria.
2. There
is no significant difference between the perception of quality in public and
private organizations in Nigeria.
1.5 SIGNIFICANCE OF STUDY
There
has been little research into quality culture. The intention of this study is
to provide information on quality culture in construction industries in Kwara
state, Nigeria. The findings of this study amongst other things will highlight
the level of quality culture in construction industries in Kwara state. It is
the conviction of the researcher that this study will complement existing works
and add to the growing literature on the subject matter of quality culture. It
is also hoped that the study would provide a springboard on which further
studies could be conducted.
1.6 DELIMITATION AND SCOPE OF STUDY
In pursuing this research the focus of attention is on the level of quality
culture in construction and the construction project itself. The construction
project is thus the unit of analysis. Works and
the research covers small, medium and large scale contracting, client
and consulting organizations involved in civil engineering and building
projects, as well as the different types of facilities (e.g. commercial or
educational). The targeted respondents in these organizations include the
project manager, construction manager, architect, engineers, quantity surveyors
and other people who have a stake in or can influence the construction project.
1.7 DEFINITION OF TERMS
Quality: In the construction industry, quality can be
defined as meeting the requirements of the designer, constructor and regulatory
agencies as well as the owner (Arditi and Gunaydin, 1997).
Quality culture:
(International practical seminar Quality Culture Development, 2010) defines
quality culture as an organizational value system that results in an
environment that is conducive to the establishment and continual improvement of
quality.
Project performance: Project
performance is a measure of the outcome of a project that is the level to which
desired project objectives are achieved (Idoro, 2008).
Total Quality Management: Is a management philosophy, a paradigm, a continuous improvement
approach to doing business through a new management model (PHCC, 1996).