Ethics management in a construction organisation: Employees' attitudes to corporate codes of ethics

In the face of economic globalisation and worldwide competition, construction organisations in many countries including Hong Kong have to deal with a difficult economic climate. Driven by the pressure to report high corporate profits, corporate management is tom between business profits and social interests. Indeed, immoral practices and ethical misconduct are enduring problems in the Hong Kong construction industry. Research on a code of ethics for construction organisations in Hong Kong is an important precursor to determining the effective management of corporate ethics. This research is undertaken in light of the growing recognition amongst businesses, governments, and academics of the ethical significance of corporate acts in the construction industry. The aim of this study is to explore the communication methods for a corporate code of ethics in engendering employees' attitudes towards such a code in a construction organisation and the patterns of communication networks that emerge. The research outcomes ascertain which communication method(s) is (are) better in communicating ·a corporate code of ethics to employees. A longitudinal investigation was conducted within a construction organisation in Hong Kong. It relied upon a three-phase methodology. This three-phase research methodology was triangulated in terms of research methods, time, and techniques of analysis. This methodology allowed the researcher to reflect upon and respond to the unexpected 'leads' that emerged in phases one and two of the research process. A particular emphasis was placed upon studying the employees in the context of their full communication networks as they emerged in response to the communication methods. This study first identifies seven communication methods, which were adopted in the subject organisation to communicate the corporate code of ethics. Second, it discusses a significant positive statistical association that was detected between the communication methods and the attitudes of employees to such a code. In addition, different formal and informal channels of communication and sources of information within the organisation are evaluated and compared in terms of the amount of information transmitted. In essence, the formal and informal channels of communication and information sources ii can complement each other. Employees reported their satisfaction with the formal communication channels and information sources in transmitting ethics-related information in general. Third, through an analysis of the communication network, the effectiveness of the different communication methods is ascertained and the roles in communication played by the project team members and their positions are identified. In conclusion, the study resulted in an assessment of the methods of communicating the corporate code of ethics relating to employees' attitudes to such a code. It also provided useful empirical information concerning the corporate code as a strategy for corporate ethics management.