TITLE

A STUDY INTO THE NEED OF PERFOMANCE CONTRACTING OF

PROFESSIONALS. A CASE STUDY OF QUANTITY SURVEYORS IN THE MINISTRY

OF PUBLIC WORKS.

BY:

MUKERE ALEX MUCHIRI

B66/0323/2009

A PROJECT PRESENTED IN PARTIAL FULFILLMENT OF THE REQUIREMENTS

FOR THE AWARD OF THE DEGREE OF BACHELOR OF QUANTITY SURVEYING,

UNIVERSITY OF NAIROBI, DEPARTMENT OF REAL ESTATE AND

CONSTRUCTION MANAGEMENT.

MAY ,2013

ii

DECLARATION

This project is my original work and has not been presented in any University.

………………………………………..

MUKERE ALEX MUCHIRI

This project paper has been submitted for examination with my approval as a University

Supervisor.

…………………………………………

DR. ROBERT O ODUOR

iii

ACKNOWLEDGEMENT

I would like to thank the following people who assisted me in one way or another during the

course of this research paper and to all those who helped shape it to this final product.

First, I would like to thank God, for giving me the life and good health for me to undertake this

study.

Secondly I wish to thank my supervisor MR ODUOR for guiding me and giving me his priceless

knowledge and time from the beginning to this very end.

I would also wish to thank my parents for being there for me and providing financial assistance

to complete this project plus also instilling in me the zeal to work hard.

I would also wish to thank my classmates and friends especially Judy, Sharon and Alex for

always being there for me and assisting me in one way or another. I cannot thank you enough.

God bless you.

Finally I wish to thank all the Quantity surveyors in the ministry of public works who provided

me with the information I needed for the purposes of this research.

iv

DEDICATION

This research projected is dedicated to my family: My mum, my dad, my sister Mary, my brother

Timothy and my nephew Keith.

Thank you for being a part of my life, life would be impossible without you.

v

TABLE OF CONTENTS

Contents

DECLARATION ....................................................................................................................... ii

ACKNOWLEDGEMENT ......................................................................................................... iii

DEDICATION .......................................................................................................................... iv

TABLE OF CONTENTS ............................................................................................................v

LIST OF TABLES ......................................................................................................................x

LIST OF FIGURES .................................................................................................................. xi

ACRONYMS AND ABBREVIATIONS ................................................................................. xii

ABSTRACT ........................................................................................................................... xiii

CHAPTER 1 ...............................................................................................................................1

1.0 INTRODUCTION .............................................................................................................1

1.1 PROBLEM STATEMENT ................................................................................................3

1.2 RESEARCH QUESTIONS ................................................................................................5

1.3 OBJECTIVES OF THE STUDY .......................................................................................6

1.3.1 Specific Objectives ......................................................................................................6

1.3.2 General Objective ........................................................................................................6

vi

1.4 SIGNIFICANCE OF THE STUDY ...................................................................................6

1.5 SCOPE OF THE STUDY ..................................................................................................7

1.6 DATA ANALYSIS AND PRESENTATION .....................................................................8

1.7 ORGANISATION OF THE STUDY .................................................................................8

CHAPTER TWO ........................................................................................................................9

LITERATURE REVIEW ............................................................................................................9

2.0 INTRODUCTION .............................................................................................................9

2.1 THE CONSTRUCTION INDUSTRY ................................................................................9

2.1.1 The significance of the industry ...................................................................................9

2.1.2 Participants in the construction industry .................................................................... 10

2.1.3 Status of the construction industry in Kenya .............................................................. 12

2.2 QUANTITY SURVEYOR ............................................................................................... 13

2.2.1 Ministry of public works ........................................................................................... 13

2.2.2 History of Quantity Surveying ................................................................................... 14

2.2.3 Quantity surveying practice ....................................................................................... 15

2.3 PROFESSIONALISM, EDUCATION AND TRAINING OF A QS. ............................... 19

2.3.0 Introduction ............................................................................................................... 19

2.3.1 Attributes of Professionalism ..................................................................................... 20

vii

2.3.2 Professional misconducts by QS professionals. .......................................................... 28

2.4 PERFORMANCE EVALUATION .................................................................................. 30

2.4.0 Introduction ............................................................................................................... 30

2.4.1 General process of performance evaluation................................................................ 31

2.4.2 Performance evaluation of a professional is guided by several aspects (Obongo, 2009) . 32

2.4.3 Attitudes of professionals towards performance evaluation ........................................ 33

2.4.4 Writing task statements ............................................................................................. 34

2.4.5 Setting of goals and standards .................................................................................... 34

Standards ........................................................................................................................... 35

Goals ................................................................................................................................. 35

2.4.6 Documenting performance evaluation ....................................................................... 35

2.4.7 Process of Performance Contracting of Quantity Surveyors in the Ministry of Public

Works ................................................................................................................................ 36

CHAPTER THREE ................................................................................................................... 38

RESEARCH METHODOLOGY............................................................................................... 38

3.0 Introduction ..................................................................................................................... 38

3.1 Research Design .............................................................................................................. 38

3.2 Target population ............................................................................................................. 39

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3.3 Sampling Method and Procedures .................................................................................... 39

3.3.1 Sample Size ............................................................................................................... 40

3.4 Data Collection Procedures and Instruments .................................................................... 41

3.4.1 Research Instruments................................................................................................. 41

3.4.2 Data Collection Procedure ......................................................................................... 41

3.5 Data Analysis .................................................................................................................. 42

3.6 Ethical Issues ................................................................................................................... 42

CHAPTER FOUR ..................................................................................................................... 43

DATA ANALYSIS AND PRESENTATION ............................................................................ 43

4.0 Introduction ..................................................................................................................... 43

4.1 Challenges Encountered in Data Collection...................................................................... 43

4.2 Demographic analysis ...................................................................................................... 43

4.3 The effectiveness of professional associations in enhancing performance. ........................ 47

4.4 The adequacy of the training of a QS during his/her undergraduate course to maximize

performance .......................................................................................................................... 51

4.5 Role of CPD programs in enhancing performance of professionals. ................................. 54

4.7 Unethical behaviours in the department which aid in deteriorating performance of

professionals. ......................................................................................................................... 63

CHAPTER FIVE ...................................................................................................................... 64

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CONCLUSION AND RECOMMENDATION ......................................................................... 64

5.0 Introduction ..................................................................................................................... 64

5.1 Conclusions ..................................................................................................................... 64

5.1.1 The effectiveness of professional Associations in enhancing performance of qualified

professionals. ..................................................................................................................... 64

5.1.2 The adequacy of the undergraduate training of a profession in enhancing his/her

performance during his/her line of work. ............................................................................ 65

5.1.3 Do the CPD programs enhance performance of a public QS. ..................................... 66

5.1.4 The attitudes of the various professionals towards performance evaluation by

performance contracting. .................................................................................................... 66

5.1.5 Is there a need for performance contracting of professionals in the Ministry of public

works. ................................................................................................................................ 67

5.2 Recommendations............................................................................................................ 67

5.4 Suggested areas of further study ....................................................................................... 68

BIBLIOGRAPHY ..................................................................................................................... 69

APPENDIX A ........................................................................................................................... 72

APPENDIX B ........................................................................................................................... 73

x

LIST OF TABLES

Table 1.0 1Experience as a professional in the construction industry ......................................... 46

Table 1.0 2Experience in the public sector ................................................................................ 46

Table 1.0 3 Level of membership of professional association .................................................... 49

Table 1.0 4 The location of a QS undergraduate training ........................................................... 51

Table 1.0 5 A graduate QS is fully equipped ............................................................................. 52

Table 1.0 6 Signing performance contract ................................................................................. 57

Table 1.0 7 Performance contracting develops competence ....................................................... 57

Table 1.0 8 All aspects should be included in a performance contract. ....................................... 60

Table 1.0 9 Performance evaluations are subjective ................................................................... 60

Table 1.0 10 Is there a need for performance contracting of professionals in the department ..... 63

xi

LIST OF FIGURES

Figure 1.0 1 Position of respondent ........................................................................................... 44

Figure 1.0 2 Level of academic qualification ............................................................................. 45

Figure 1.0 3 Registration with Professional associations e.g. IQSK ........................................... 47

Figure 1.0 4Number of years registered with a professional association..................................... 48

Figure 1.0 5 Has joining a professional association enhanced your performance ....................... 50

Figure 1.0 6 A graduate QS is fully equipped ............................................................................ 53

Figure 1.0 7 Undergraduate training of QS ................................................................................ 54

Figure 1.0 8 Participation in CPD programs .............................................................................. 55

Figure 1.0 9 Effectiveness of CPD programs ............................................................................. 56

Figure 1.0 10 Professionals should self evaluate themselves (Source: Own field study) ............. 58

Figure 1.0 11 All aspects should be included in the performance evaluation .............................. 59

Figure 1.0 12 Performance evaluations are subjective................................................................ 61

Figure 1.0 13 Professionals want to be told when they are not doing well. ................................. 62

xii

ACRONYMS AND ABBREVIATIONS

AAK- Architectural Society of Kenya

BORAQS-Board of Registration of Architects and Quantity Surveyors

CPD- Continuous professional development

CQS- Chief Quantity Surveyor

GDP- Gross Domestic product

HBRI-Housing and building research institute

IQSK-Institute of Quantity Surveyors of Kenya

LCC- Life cycle costing

NHC- National housing corporation

PC- Performance contract

QS- Quantity surveyor

QSs- Quantity Surveyors

RICS-Royal Institute of Chartered Surveyors

UON- University of Nairobi

xiii

ABSTRACT

The government introduced performance contracts to enhance performance of the public sector.

This included all employees of the public sector which includes even the professionals.

Professionals are usually very highly qualified and they have respective professional bodies and

associations that guarantee their competence, performance and integrity.

Professionals also have must-attend CPD programs that among other things enhance their

performance. The research aims to find out the need for performance contracting for

professionals whereas other methods of ensuring and enhancing performance are in place.

The research established that there is a sure need of performance contracting of professionals.

This is even with other aspects e.g. training, professional associations and CPD programs also

playing a part in enhancing performance.

The study also established unethical behaviors that negate the performance of a public QS.

Conclusions and recommendations were made on the above and hopefully this will help increase

the performance of professionals in the public sector.

1

CHAPTER 1

1.0 INTRODUCTION

The study is an investigation into the need of performance contracting for professionals in the

public sector of the construction industry. This is with particular reference to the registered

Quantity surveyors in the ministry of public works. It attempts to find out whether there is a need

of management tools namely performance contracting on the professionals in the public sector.

This will be done by researching on the quantity surveyor working with the ministry of public

works.

The construction industry in Kenya is a vital part of the Kenyan economy. It is run by

professionals like QSs, Architects, Engineers e.t.c. Professionals are a people charged with vital

roles in the society. For one to be called a professional, he/she has to undergo sufficient training

and approved qualifications. The professionals are required to always uphold professionalism as

they undertake their daily activities. Professionalism is defined sociologically as the

institutionalization of an occupation based on a skilled intellectual technique whereby the

competence and integrity of the practitioners/professionals are agreed to prospective purchases

of their services (Bennion, 1969). It‘s also vital to note that Professional status normally

develops around occupations in which it is hard to know that a person is incompetent until it is

too late (Githui, 2011).

There are numerous differences between professionals who work in the public and private sector.

They are all however expected to maintain and uphold professionalism in all their undertakings

and perform their duties effectively despite the fact that they work under different conditions.

The public ones are salaried but the private ones income is dependent on the quantity plus quality

of their work. For the public one, it won‘t matter the amount or quality/quantity of work they

have done, their salary is constant. It is thus deemed that the latter lacks extra motivation to

improve on the rendering of their services. However their professional status tends to refute that

they actually need extra motivation.

2

In the recent past the Government of Kenya has introduced various management tools to

increase efficiency and performance in the public sector. One of these tools is performance

contracting. A Performance Contract is a freely negotiated performance agreement between the

Government, acting as the owner of a Government Agency, and the management of the Agency.

It clearly specifies the intentions, obligations and responsibilities of the two contracting parties

(Office of the prime minister).

There exist other ways that enhance performance of professionals. Some of those ways featured

in this study include CPD programs and professional associations.

I was under a general misconception that professionals should not be placed under performance

contracts but a paper titled variation orders and the final account by ( Mutumah, 2010) shed

more light. It explains the performance contract of the chief quantity surveyor and the permanent

secretary of the ministry of public works. My research revealed that this further trickles down to

a contract between the chief quantity surveyor and the registered QSs in the ministry of public

works.

The Kenyan government and the regulatory board for the professions of Architecture and

quantity surveying in Kenya (BORAQS) have already preset regulations that govern registered

QSs in this esteemed profession (Simiyu, 2011). These regulations serve to create a level playing

field whereby clients expect a set level of quality goods and services. The client in this case is

the government. These professional bodies also have guarantees for the performance of their

members.

The ministry of public works is in charge of the construction sector of the government. For it to

effectively undertake the afore-mentioned role, it encompasses numerous professionals who have

different roles. These professionals include architects, quantity surveyors and various engineers.

They are all placed in various departments. The QS is placed under the Quantities and contracts

department. This department is involved in the overall formulation, implementation and control

3

of policy and regulations on procurement, tendering, contractual, financial and administration of

all Construction and maintenance of Government Building programmes/projects.

The above among other related aspects form a background and basis of our research topic. The

broader background encompassed in this part seeks to justify the relevance of the study topic and

a vivid indication of the gaping hole of professionalism in public professionals with relevance to

a QS. This brings the need to study the need of performance contracting of professionals in the

ministry of public works namely Quantity surveyors.

1.1 PROBLEM STATEMENT

(Mutumah, 2010) outlines that the performance contract signed between the Chief Quantity

Surveyor and the Permanent secretary is based on the number of final accounts completed within

a given year among other lesser performance criteria. This was a new discovery to me and I

decided to investigate the need for performance contracting of a professional who is expertly

trained and examined and guided by a code of professional ethics.

For an occupation to be termed as a profession it should possess a professional autonomy. This

autonomy according to (Karanja, 2011) involves: controlled entry into the profession, defined

professional standards, exclusive knowledge of field of activity, commands status and a variety

of rewards and can also act as a pressure group to influence government and other policy makers.

When the CQS Signs a Performance Contract, he/she commits the quantities and contracts

department to perform to, or beyond, the mutually specified levels. This holds the QSs in the

department accountable for results hereby helping in converting taxes paid into goods and

services effectively. It also manages to create transparency in the management of public

resources. However the QS as a professional should have all the above values imparted to him

during his training and his registration is based on the fulfillment of various professional

obligations mentioned above.

4

The construction industry in Kenya is a huge pillar of economic sustainability since it employs

about 5% of all the wage earners in our economy (Karanja, 2011). This percentage represents

about 80000 people. Of these 80000, the public sector encompasses about a quarter of that. It

should be noted this includes both the formal and informal sectors. The people employed are

mostly young people who average less than 45 years (Winnie et al, 2003). The importance of the

public sector of the construction industry in Kenya can thus not be downplayed. The

performance of the public sector is mainly determined by the performance of its professionals.

For building and designing professions, e.g. QS profession, the priceless value of human life

demands nothing less than the highest possible moral considerations from those who might risk it

(Bowen et al, 2007). This profession has an effect on the lives of people since it deals with cost

regulations of one of the basic needs-shelter. Thus these professionals have special moral

responsibility. However, it has been shown before that Professionals tend to believe that their

clients‘ obligations far outweigh their responsibility to the general public (Fan et al, 2001).

However as a professional one should consider the needs of the public too and should ensure

they rhyme with the client‘s needs. Failure to do this has resulted to numerous quacks who pose

as professionals. Moreover, there is a perception that majority of quality-related issues are

caused by human factor not by other factors e.g. capital. Therefore, the issue of performance of

professionals plays an important role in limiting quality issues in the construction sector and

preventing inconvenience to all parties concerned.

Because of their knowledge and important role in society, professionals in the public

construction sector should already be equipped with sufficient training and efficient regulation

(Githui, 2011). Focusing on the QS, one has to complete the required university degree course

(normally 4 years Quantity surveying Course in the University of Nairobi). After graduation one

undergoes a practical experience for two years then sits for professional exams. Once one

completes and passes these exams he/she is registered by the Board of Registration of Architects

and Quantity Surveyors (BORAQS) of the Republic of Kenya. This effectively deals with the

expert training and imparting of the necessary knowledge to QSs.

5

A QS is required to register with the Institute of the Quantity Surveyors of Kenya (IQSK). This

institute is charged with the task of checking and maintaining the status of the QS profession.

Thus we can conclude that enough measures have been taken in the training and regulation of the

QS profession in the construction industry to ensure his/her performance. The Institute

cooperates with universities, other educational institutions and public education authorities for

furtherance of education and training in Quantity Surveying and practice. The Institute also

works closely with the Board of Registration of Architects and Quantity Surveyors, and other

relevant societies on matters concerning Quantity Surveying education, training, examinations

and practice. The same can also be concluded of all other construction professionals.

However in spite of all this, the QS in the ministry of public works is normally placed under a

performance contract. As of now, all the chief officers in all government ministries and

accounting departments, tertiary Institutions, Local authorities and State corporations have

signed performance contracts with the permanent secretaries of their relevant ministries. The

Chief Quantity Surveyor has signed a performance contract with the Permanent secretary of the

ministry of public works. The CQS has also signed contracts with his junior registered QSs in the

quantities and contracts department.

This begs us to investigate the need for performance contracting as a management tool used on

professionals in the ministry of public works. This is because we already have measures in place

that regulate the efficiency of the QSs, whether in the public or private sector.

1.2 RESEARCH QUESTIONS

1. Are the professional associations effective in enhancing performance of a public QS?

2. Does the training of the QS during the undergraduate course add value to his/her

performance?

3. Do CPD programs help in enhancing performance of QSs in the public sector?

4. What are the unethical behaviors that negate the performance of a public QS?

6

5. Is there a need for the performance contracting of professionals in the public construction

industry?

1.3 OBJECTIVES OF THE STUDY

1.3.1 Specific Objectives

1. To identify the effectiveness of the professional associations in enhancing performance of

a public QS.

2. To identify whether the undergraduate training of a QS helps to maximize his/her

performance.

3. To identify whether CPD programs enhance performance of public QSs.

4. The attitudes of Public QSs towards performance evaluation through performance

contracting

1.3.2 General Objective

To identify the need for performance contracting of a qualified and registered

professional in the ministry of public works.

1.4 SIGNIFICANCE OF THE STUDY

One of the major characteristics associated with professionalism is that before one becomes a

professional, he has to have an acquisition of pre-approved qualifications. These qualifications

are the acquisition of knowledge, skills and expertise plus the adoption of a set of professional

values and commitments(Karanja, 2011) The study aims to investigate whether the training of a

professional enhances his/her performance in the ministry of public works and what value

performance contracting adds to him or her.

The study will also be striving to determine whether membership of various professional

associations helps to enhance performance of Professionals in the public sector. Professionals are

required to tackle problems tactically and manage complex processes in a professional way; i.e. a

way that demonstrates skills, expertise and judgment (Karanja, 2011). Professionals in the public

7

sector have their tasks spelt out for them..The study also aims to establish the view of

professionals on whether participation in CPD programs helps enhance the performance of a

professional. The study will also help to come up with the various unethical behaviors that

negate the performance of a QS in the public sector. .

The study will also impart crucial knowledge on various acts of professionalism and codes of

ethics that relate to the QS profession. This will hopefully increase/maintain professionalism in

the new and old guns in this precious profession of ours. In the recent past the construction

industry has come under heat over haphazard buildings that are blossoming every new day. This

is due to the emergence of quacks who downplay the role of professionalism in the construction

industry. As main players in the construction industry, QSs need to uphold professionalism that

will help uproot these numerous quacks and curb the provision of low quality structures. Thus

this study will also help in improving the quality of services and products produced by QSs

working in the Ministry of public works. The latter will be a big boost to the construction

industry since the Government, through the ministry of public works is the biggest

player/stakeholder in the industry (Economic survey, 2007).

1.5 SCOPE OF THE STUDY

As a Quantity surveying student I felt it appropriate to tackle the case study of QSs since it‘s

more relevant to me and my course. This would give me and my colleagues‘ ample satisfaction

and deeper insight into our profession. In preparation for life after graduation and during actual

practice, focus on the QS profession was my preference. Time limitation was also a factor to

consider as looking into all the professionals who work in the ministry of public works was due

to take up a considerable amount of time.

Quantity surveying practice can be divided into two, the public and private practice. This study

deals with the public sector. The public sector entail different areas, these areas according to

(Kamau, 2011) are; Ministry of public works, Local authorities, National Housing Corporation

and the Kenya Armed Forces. The study narrowed down only to the ministry of public works

8

again due to time and financial constraints. The proximity of the headquarters of ministry of

public works was also a factor. This allowed easy access to information to the researcher.

1.6 DATA ANALYSIS AND PRESENTATION

Data analysis will be done manually through statistical methods of frequency tables and

percentages. The information that will be derived from the latter will be illustrated through pie

charts, tables and bar graphs.

1.7 ORGANISATION OF THE STUDY

The study is divided into chapters. The number of these chapters is five. The following are the

contents of the corresponding chapters:

As the norm, the first chapter will focus on the project proposal. The proposal constitutes of the

research topic, its introduction and problem statement, the objectives of the study and the

research questions, hypothesis of the study, its significance, the scope of the study, research

methodology and lastly but not least, organization of the study.

The second chapter will then deal with the secondary data of the study. It will focus on the

literature review as the theoretical section and approach of the research. Chapter three will then

wholly deal with the research methodology of the study. This will encompass explanation of the

study area, the population sample construed and the data collection through the famous

fieldwork.

Chapter four will deal with the analysis and presentation of the collected data plus a brief

summary of the findings enlisted.

The fifth chapter will be the conclusion of the study and it will consist of the research

conclusions and the recommendations made. Also outlined will be proposed areas for further

studies.

9

CHAPTER TWO

LITERATURE REVIEW

2.0 INTRODUCTION

This chapter deals with the literature review of the topic in question. It involves compilation of

information from primary sources of data that touch on significance of the construction industry

to the Kenyan economy in three main areas: Gross domestic product (GDP), capital formation

and employment. The chapter will then deal with the vast structure of the construction industry.

This will include the many services it renders to the public and the main participants who ensure

these services are rendered effectively.

Focus will be placed on the Quantity surveyor as he is the major subject in our study. The

services of a QS will be a main component in our study and they will be expounded on in detail.

The review will also involve literature about the education, training and professionalism of the

Quantity surveyor. Literature on theories that explain performance evaluation will be reviewed

especially in the QS profession.

The above sections have been interwoven systematically to create a comprehensive sequence.

The material here was sourced from secondary sources available to the researcher. However

some information was sourced through interviews. This was so as to bridge some gaps which

were encountered while reviewing the literature.

2.1 THE CONSTRUCTION INDUSTRY

2.1.1 The significance of the industry

The construction industry in Kenya is set in a very dynamic environment that has propelled the

myriad changes it has experienced in a very short history. Construction industry generally is

characterized by the rate of the economic activity of building and civil engineering works (Wells

10

1985, Bon and Crosthwaite 2000). It is viewed as a sector of strategic economic importance

notably for developing countries like Kenya. This is mainly because of its contributions to the

macroeconomics of the country which plays a huge part in the gross domestic product (GDP),

employment, and capital formation and linking of other economic sectors (United Nations Centre

for Human Settlements 1984).

The construction industry also makes vital contribution to other sectors of the national economy.

For instance, it erects capital facilities and other assets needed to support production in other

sectors (United Nations Centre for Human Settlements 1984). The construction industry fetches

a significant demand for intermediate input through products from other related sectors. This

demand stretches to almost all the sectors in the economy i.e. manufacturing, mining, agriculture,

forestry, transportation e.t.c.

Recent statistics from the Kenya National Bureau of Statistics show that the construction

industry is a huge player in the GDP of Kenya. It contributes about 4% of the total GDP and with

the drive toward realization of vision 2030 this statistic is bound to increase significantly. The

sector also contributes about 50% of the Gross Capital Formation and this is a leading sector in

this. The construction industry also offers a huge chunk of employment opportunities both to the

skilled and unskilled personnel. It employs about 5% of all employable people. This shows the

vitality of the sector in our country.

2.1.2 Participants in the construction industry

The construction industry has a huge correlation of personnel who work together to ensure it is

effective. These include the client, skilled, semi-skilled and unskilled personnel. They all play a

major role and none of these groups can be down played. The unskilled make the largest portion.

Skilled personnel include the various professional consultants. These include the architect,

engineers, QS, contractor, project manager, environmental and social experts, clerk of works and

financiers. Some of the roles of the above participants are given below:

11

The client is the natural/legal person for whom the building is built (Kocke, 1993). He can also

be called the employer, developer or builder owner. He/she is the one who commissions any

construction project. He/she also pays the cost of work after certification from the appropriate

consultants.

The project manager is a person who applies skills, knowledge and techniques to construction

project works to meet all the stakeholders‘ needs and expectations. He bridges the gap between

the client and the other construction team. He helps establish the overall project activities

(Karanja, 2011). He is appointed by the employer to take overall control of the project from

inception to completion.

Architects are the people charged with the responsibility of designing, planning and general

oversight of the construction of buildings. The architect translates the client‘s needs into the

builder requirements/instructions (Karanja, 2011). He/she should know the available methods

available to the builder so that he/she can negotiate with the client to come up with the best

compromise of the desired product with the client‘s explicit time and budget limitations (Abdul,

2006).

A Contractor is the person/company that undertakes to complete a building in full accordance of

the contract requirements on behalf of the client. He/she has full control of operations on site

including all work done by subcontractors. The contractor should proceed diligently and

regularly with the works under conditions of (JBC) Joint Building Council.

Engineers in the construction sector are classified into three: The structural, mechanical and

electrical engineers. Structural engineers are persons who analyze, design, plan and research

cultural components and systems to achieve design goals and safeguard the safety, technical

environmental, social and aesthetic factors to produce the most effective structural design. They

generally deal with analysis of structures that resist or support loads (Kamau, 2011).

The other two engineers are service engineers. Mechanical engineers apply the principles of

physics and material science for planning, analytic, design manufacture, installation and

12

maintenance of mechanical systems in public buildings. Electrical engineers design, supervise

installation and maintain electrical systems in a building. They also provide fire protection and

prevention services.

The QS gives practical advice on the likely cost of a project. He develops a detailed cost plan for

purposes of budget control. A QS prepares development financial appraisals and approximate

cost estimate that take into account the operational costs of the client and aid in the project‘s

economic analysis.

Semi-skilled personnel are the masons, carpenters and the metal experts. These usually start as

unskilled laborers and with time they adopt the skills of the trade. Some also take technical

courses in their field of specialization. During a construction project they are under the

supervision of the above professionals. Unskilled personnel are the laborers who do all the odd

jobs in a site under the supervision of the semi-skilled personnel.

2.1.3 Status of the construction industry in Kenya

Up to now the main players in the construction industry in Kenya have been the Government

and players from the private sector. However, we should note that recently the Government has

shifted to a new role of being the facilitator of other stakeholders both local and foreign based. It

however still has the role of upgrading slums, developing infrastructure, and some rural housing

improvements/developments. The private sector role is to develop houses for low, medium and

high income earners whether commercial or residential.

The Government also disseminates information on new technologies and materials for both rural

and urban houses. The Government is also tasked with the mobilization of cost recovery and

resources to develop housing for low income earners while embracing the concepts of

Affordability. This is because Low income housing has not received the investor attention it

deserves plus the government also tries to bridge the gap between the rich and the poor.

Currently the key players who are playing a major role in the advancement of the construction

are numerous. However some stand out and they include: Housing and Financing Company of

13

Kenya (HFCK); Appropriate Technology (Appro-tech); Shelter Afrique; Housing and Building

Research Institute (HBRI); National Housing Corporation (NHC); Ministry of public works.

2.2 QUANTITY SURVEYOR

Our study focuses on the need for evaluation of the services rendered by a QS in the ministry of

public works by signing of performance contracts. Its therefore imperative to dig deeper into the

services offered by a QS in the ministry of public works. This will form a reliable basis on the

need of performance evaluation of a QS.

2.2.1 Ministry of public works

The ministry of public works is a focal point of the construction industry in Kenya. The Ministry

of Public Works is a subsidiary of the Kenyan government charged with the responsibility of

planning, designing, construction and maintenance of all Government Assets in infrastructure

development and built environment. The QS should ensure his services are delivered in line with

the mission and goal of the ministry.

The Ministry‘s goal is to ensure that projects funded by taxpayers benefit the whole community

without discrimination. This includes making sure construction projects are undertaken only

when necessary and are assured of sustainability. It also ensures these projects are built on time.

The ministry also provides leadership, regulation and policy direction in the construction sector.

The Ministry‘s mission is ―to facilitate provision, construction and maintenance of quality

buildings and other public works for sustainable social-economic development‖. This mission

shows that the Ministry is committed to maintain and improve the country‘s infrastructure to

help in meeting the goals of Vision 2030, while still serving the on-going needs of stakeholders

in the local construction industry.

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The QS working in the ministry of public works role deals with cost related issues of the

construction industry. All his/her services serve to tackle cost effectiveness in projects. This aids

in the realization of control of the precious trio of a project: cost, quality and time.

Function and Mandate of the Ministry of Public works

• Formulation of the Public Works Policy

• Planning of all Public Works

• Maintenance and the Development of Public Buildings

• Maintaining an Inventory of all Government buildings

• Provision of Mechanical and Electrical (Building) Services to public buildings

• Coordinates and procures common-user items for Government Ministries

• Runs the Kenya Building Research Center

• Registration and regulation of Contractors and Material Suppliers

• Registration of Architects and Quantity Surveyors in the Kenyan construction industry

The ministry is structured in various departments that help to achieve the above functions. The

major function of these building departments is to design, document and supervise the

construction and maintenance of government construction projects. The building departments

work in collaboration with private consultancy services for building works hence assisting in the

attainment of Ministry objectives and targets.

These departments house the above named professionals and they include the architectural,

structural, electrical-mechanical and the quantities and contracts department. The quantities and

contracts department houses the QS. It is usually involved in the formulation, implementation

and control of policy and regulations on tendering processes, procurement, financial and

contractual administration of all Government Construction and maintenance projects.

2.2.2 History of Quantity Surveying

It‘s believed that ancient Egyptian used a system of Quantity Surveying. However, it was not

until the 17th

century during the great fire of London in 1966 that it emerged as a profession.

15

Before 1966, laborers i.e. carpenters, masons and other craftsmen of labor needed for restoration

of London, it was decided that each laborer to be paid for the quantity of work each trade

contained in the building plus prepare a total estimate for the building. (Construction review,

2007).

Reading firm is the earliest QS firm whose records are available. These records date back to

1785. The first method of measurement was produced in 1802 by a bunch of Scottish Quantity

surveyors. Bills of Quantities were not prepared and the usual practice was to measure and value

the building after its completion but this changed in the 19th

century. The first QS firm in Kenya

was established in 1933 and since then many more firms have been established and registered

(Karanja, 2011).

2.2.3 Quantity surveying practice

Quantity surveyors are the cost managers of construction. QSs are mostly involved with the

capital expenditure phases of a building i.e. feasibility, design and construction stages. However,

they can also be incorporated during the refurbishment, alteration and demolition, extension and

maintenance of a building (RICS, 2001). Quantity surveyors can also have a role in various

executive positions in the construction industry. This is due to the fact their training as a QS has

been an asset in attaining a particular position (Larson, 1997).

QS Practitioners can be split into two - Public and Private . Private practitioners‘ main aim is to

provide efficient financial management of products. During the construction process, they also

provide cost consultancy service to the employer and also the designer. In private firms, they are

mainly in form of partnerships where each partner‘s liability is dependent on the extent of their

personal wealth for the business debts.

In public practice, there are in four sectors as mentioned before; Ministry of Works, Local

Authorities, National Housing Corporation, and the Kenya Armed forces. These are salaried

professionals employed by the Government or its subsidiaries. Practitioners in private practice

are more than the practitioners in public practice (Karanja, 2011).

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A QS can also be categorized into a consultant QS or a contractor‘s QS. A consultant QS works

for the client where he deals with cost control of projects by accurate measurement of labor,

materials, work and equipment plus comprehension of design stage decisions on cost. The

contractor‘s QS role mirrors those of the clients QS.

2.2.3.1 Duties of a QS

A QS is involved in cost planning which entails lifestyle costing (LCC), value analysis and

financial planning. He develops a cost plan. A Cost Plan is a document used to determine the

accurate budget for a proposed Building. It identifies all costs in all construction stages which

have an impact during the actual construction. A proper Cost Plan saves you the costs of

production of final drawings incase the design comes results to an excess budget. This helps the

design team to create a cost effective design. This usually involves breaking down of cost data to

constituent elements of a building and comparing their actual and target costs.

A QS prepares the Bill of Quantities (BQ). The Quantitative and qualitative constituents of

elements in a construction project are detailed in a BQ. A BQ constitutes of preliminaries,

specifications/trade preambles, quantities and schedule of drawings. Preliminaries constitute of

the general and particular preliminaries. General preliminaries consist of general items in

construction projects e.g. abbreviations, forms of contract e.t.c.

Particular preliminaries are items that relate to the specific project e.g. site location, description

of works. Quantities are a measurement of the building elements e.g. substructure and the prime

costs. Prime costs are the costs of services in the building e.g. drainage, electrical. This BQ helps

in cost estimation of the proposed project. A BQ helps in project forecasting and helps solicit

competitive bids for contractors. Schedule of rates is prepared is there‘s a lack of detailed

information or time is limited which disallows for even approximate quantities in terms of a BQ

to be produced.

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A QS advises during the tendering process. Once bids are received for the project, the QS

together with the client discuss on the acceptable ones. He does a tender analysis and prepares a

tender report. This helps to successfully choose the best contractor for the project. Tender

analysis generally involves checking the following; Material and labor costs are accurate,

reasonable and up to date, Exclusions are reserved to a bare minimum, all items have been

included in the tenders to make them complete and the risk to the client is greatly minimized.

AQS undertakes the financial administration of a project. Financial administration of a project

involves a variety of tasks. These include preparing interim valuations for payments to the

contractor. The payment is made after signing of the certificate by the architect. The QS also

ascertains the cost of properly authorized variations. He/she also advises on areas of savings or

surplus funds in case the project runs into a cost overrun. The Quantity Surveyors also prepares

regular financial appraisals for various projects in-order for the client to timely meet his

contractual obligations. The QS also prices variations that may arise during the actual

construction process.

He/she also prepares a final account after the project completion. This usually involves ensuring

all work executed by the contractor plus variations, provisional sums and other quantities are

properly assessed and any claims for loss/expense and fluctuations are included. Quantity

surveyors ensure accurate final payments are received at the right time for all work executed on

site. Confirmation of the employer‘s agreement to the final account figure is usually obtained in

writing. The architect issues the final certificate for final payment to main contractor.

The QS advises on contractual matters and conducts general contractual administration in a

construction project. The QS usually advises the client on the construction contract and deals

with all the contractual matters e.g. claim plus other general Contract administrative problems.

The QS also acts as an arbitrator/mediator between two parties in a construction contract

conflict. He can also be used as a witness during litigation in court.

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The QS prepares schedules of condition and dilapidation during start and expirations of

tenancy. Once the building is completed and occupied, he also gives cost advice on maintenance

and facility management, building surveys and location correcting of building defects.

2.2.3.2 Other duties performed by a QS in the Ministry of Public works.

The following are roles played by a QS through the quantities and contracts department in the

ministry

Advising on the Commissioning of Quantity Surveying Consultants in various

government projects and control and co-ordination of their work thereafter plus payment

of professional fees.

Advising other Ministries and Government Departments on matters relating to Building

Construction Contracts. This is usually done in conjunction with the Attorney General‘s

Chambers.

Liaising with the academic institutions offering quantity surveying courses on the

training needs and manpower requirements. This is in relation to employment of Quantity

Surveying staff in the Government or Private sector. This helps create a standard

curriculum and also curb deficit of QS consultants in the Kenyan construction industry.

Provision of Secretarial Services to Board of Registration of Architects and Quantity

Surveyors. It also provides these services to the Contractors‘ Registration Committee.

2.2.3.3 Skills of a QS

Legal – Based on general knowledge of law especially law of contract and other construction

laws. This aids during production of contract documents, settlement of contractual disputes and

claims.

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Managerial – Helps in organization of a construction project both work and resources (human,

capital, materials)

Economical – Associated with cost effectiveness harboring the trio of time, cost and quality. This

helps him/her advise clients correctly on project budgets.

Technological – Broad knowledge of the construction industry and various processes and

methods. These form the basis of developing the BQ.

2.3 PROFESSIONALISM, EDUCATION AND TRAINING OF A QS.

2.3.0 Introduction

Quantity surveying is regarded as a profession. A profession is an occupation requiring mastery

of a complex body of knowledge and specialized skills (Lunge, 2006). A profession includes the

performance of any type of service to the public that requires a condition precedent to the

performance of that service i.e. obtaining of a license.

(Greencargh, 1997) describes the core of professionalism as the possession and control of

specialized knowledge. The knowledge is then combined with an honorable status helping to

confer some sort of power upon its holders. (Fan et al, 2001) argued that some professionals are

more ethical than others. (Browie, 1991) argues that the Altruistic Spirit of a genuine profession

is unachievable without professionalism in play.

Quantity surveying is considered as a profession because it incorporates the six attributes of

professionalism. These help him/her to render the services in a professional manner and without

much supervision. It is with this thought in mind the study tries to establish whether there is a

need for supervision and evaluation of QSs in the ministry of public works. This form of

supervision is through the process of performance contracting.

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2.3.1 Attributes of Professionalism

Based on the functionalist theory, several traits that encompass an occupation for it to become a

fully fledged profession should be achieved. These traits are listed below.

Intellectual basis- this entails an intellectual discipline which helps formulate proper

theoretical/academic lines. This requires sufficient educational background which is

signified by passing a prescribed examination.

Tradition of service-An objective outlook where service to the people precedes the

motive of making money.

Code of conduct-These are the professional ethics laid down before placed in a code that

governs the profession and is enforced by professional institutes.

Private practice- The profession‘s foundation is laid in private practice so as to derive the

profession‘s standards from meeting the needs of individual clients.

Professional Association- These are bodies that represent/govern the profession. They

help safeguard and develop the standards of the profession.

Advisory function- Professionals should be able to offer advice to clients. To adopt

responsibility, a supervisory function is necessary.

In line with the above the attributes, we will review all the attributes in a QS setting and how all

the attributes are showcased in a QS setting. This will help build a strong case on the

professionalism of a QS and negate the need for performance management tools in his/her line of

work.

1. Intellectual basis

This includes the receiving of proper education and training to obtain the necessary academic

and technical qualifications. Training of the QS is offered under degree programs in U.O.N and

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the Kenya Polytechnic. However, diploma courses are offered in other institutions around the

country. (Jeeley, 1997) explains that the skills of a QS are applied in the use of primary and

secondary knowledge and techniques.

Knowledge areas of the QS are categorized into two;

Primary areas

Secondary areas

Primary areas are cost management and procurement management. Secondary areas support

those primary areas e.g. law, building technology and economics. The training of a QS is a core

component of imparting skills and knowledge that amount to his/her professional status. The

training embraces the common core subjects but vary in the detail of their syllabuses and time

allocation (Simiyu, 2011).

A survey done by the Nottingham Trent University in 1994 revealed that there are considerable

variations in emphasis on the main subject areas. The main subject areas in the training of a QS

are; measurement, construction economics, management and technology. The percentages of the

time allocations of the main subject areas are given below;

Measurement 0-25%

Construction 5-16%

Technology 11-39%

Management 5-16%

For diploma courses, they run for three years while degree courses run for four years. For the

degree students, one should present a research paper. For degree holders, they are awarded with a

Q.S degree. After two years of field practice under a registered QS, the graduate sits for a

professional examination conducted by BORAQS. The graduate is then registered once he passes

these exams. For diploma holders, they should attain a degree first and undergo the same process

to get registration.

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In addition to attaining the above academic qualifications, this training helps the QS obtain other

skills. These skills include:

Technical – These include the specialized knowledge of products and service in the profession.

They also include knowledge of procedures, equipment, markets, clients, competitors and other

stakeholders involved/related to the QS profession.

Conceptual – These are the skills that help analyze complex situations and perceive new trends

and developments. These skills also aid to identify opportunities or problems in the profession.

They also help to develop creative and practical solutions to problems which can be termed as

innovations.

Interpersonal skills – These skills enable the QS to understand his fellow mortals as he interacts

with them. This incorporates the ability to comprehend their motives, feelings and attitudes.

Other skills are factual, diplomacy and conflict resolution. A professional should also have good

ability in Oral communication and persuasion.

This training of a QS does not end after registration. To further and maintain the professionalism

of a QS, he/she is required to enroll in various C.P.D (Continuous Professional Development)

programs.

C.P.D in Quantity Surveying

C.P.D is a regulation encompassed in the third paragraph of the by-laws which governs architects

and QSs. This requires that QSs strive for a higher level of achievement that will also contribute

to promoting a healthy and sustainable professional field for his/her fellow QS. This is done

through CPD.

CPD is necessary to keep up with the constant global change which is also orchestrated in the

construction sector thus a professional should ensure he undertakes activities that will

improve/maintain on his professional status. BORAQS put in place a compulsory CPD program

from Jan 1999 whereby registered professionals must prove they‘re taken part in development

seminars. BORAQS organizes such events or consent to other bodies which do so on its behalf.

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Minimum log annually is about 20 units. Each event has a number of units which is assigned by

the board. Penalties like suspension are given to a professional QS for failure to attain the

specified no of units. This serves as a feature of occupational control to preserve the professional

status of a practicing QS.

2. Advisory function

This function is usually coupled with an executive function in undertaking what has been

advised. It also involves other functions e.g. managing, supervising and negotiating. A QS is

contracted in a construction project to offer cost advice and estimates of the proposed building.

The person performing the above role takes full responsibility.

Quantity surveying practice enjoys uniqueness and ubiquitous expertise in construction cost

management to generate value for client‘s money all through the construction process

and other duties wherever adaptable. The Quantity Surveyors‘ traditional expertise in feasibility

and viability appraisal of construction investments serves as an advisory function. Other services

like: preparation and subsequent analysis of bids, quotes or tenders and contractor selection

advice plus cost planning, cost indexing, cost control etc, fall into this category.

However, this advisory function should be supplemented by the supervisory or managerial

function. This enables the QS to take full responsibility of his/her advise as he/she consequently

oversees its implementation.

3. Traditional service

As mentioned before, this trait is an objective outlook where service to the people precedes the

motive of making money. Self interest is shelved and priority is given to the client and the

people‘s interests. This brings into picture the need of professional ethics. Professional ethics

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expand its definition to the duties and moral obligation of the professional to his/her client, the

public, to fellow professionals and the general way he undertakes his profession.

Professional ethics justify the acceptability of abstract standards of behavior against practical

tasks, not limited to technologies, transactions, activities, pursuits and assessment of institutions,

but includes more of practical conceptualization and public expectations in the interest of

responsibilities, willingness to service the public and astute competencies (Fan et al., 2001;

Carey,1968; HKEDC, 1996; Chalkley, 1990; Poon, 2003).

Professional ethics are described generally as doing the right in the eyes of all. Ethics are the

moral principles by which a person is guided (Oxford English dictionary). This determines their

ethical behavior. In the construction context, ethical behavior is measured by the degree of

trustworthiness and integrity which professionals conduct themselves in their services.

Traditionally and in modern times, the consumers of the services of a QS are mainly the general

public. A QS should not put the general public at risk so as to save money the client‘s money.

He/she should also not try to maximize profits at the expense of others. This serves as a moral

outlook to the public who traditionally view a QS as a professional. This also serves as an

advertising feature for the QS professionals.

4. Amenable to private practice

An occupation can be termed as a profession if the profession‘s foundation can also be laid in

private practice and not only the public service. This helps derive the profession‘s standards from

meeting the needs of individual clients in a flexible way and also in a personalized manner.

This is vital for the profession especially as requisite responsibilities increase and the

professionals produced by academic and professional establishments proliferate. This is due to

the changing complexities of the construction industry in Kenya. This brings the need to sustain

the maintenance of public trust and confidence in quantity surveying professional practices of

both the new entrants and old generation practitioners. This amenability to private practice helps

QS professionals to provide their services in a more effective way.

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For instance, new entrants; junior, technician, graduate and associate members with minimal

professional exposure differ in technical and ethical perceptions compared to more

experienced, senior members with higher academic and professional qualifications and

experience especially during systemic dilemma and economic recessionary period. This may be

as a result of different academic exposures and backgrounds, length of time in professional

practice, age and cumulative exposure of Quantity Surveyors to systemic challenges, position ing

organization hierarchy as it affects corporate decision making instinct and so on (Fan et al.,

2001).

Further, (Caroll,1978) adds economic influence through continent rewards and organizational

policies, while (Nyan and Ngine, 1994) opine that the nature and role of professionals in an

establishment‘s business may affect their professional disposition to ethical discipline and

conscientiousness. This helps depict the role of private practice in the QS profession. It‘s very

competitive and has numerous rewards for excellence whether monetary or status.

There has been a continued establishment of private firms mainly in the form of partnerships.

This trait enforces the need for performance evaluation of private QSs to increase their

effectiveness in the form of performance contracting.

5. Professional associations

These are bodies charged with the general overseeing of the QS profession. Professional bodies

are organizations of individuals with a mutual background in a subject. These subjects can be

quantity surveying, engineering, medicine, law e.t.c. One requires a valid license and other

academic credentials or state license to join these associations.

Profession associations of the QS are:

- IQSK – Institute of Quantity Surveyors of Kenya

- AAK – Architectural Association of Kenya

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These professional bodies help to give assurance to the stakeholders and the general public that;

QSs registered with them have the necessary qualifications and the desired competence.

Prescribing the curriculum for the education of a professional to gauge his qualification.

(Simiyu, 2011).

These professional associations help guarantee two things of their members: competence and

integrity.

Competence – This concept has evolved over the last 40 years from representing ‗specialized

knowledge‘ to the application of ‗specialized knowledge‘. Competence also implies having a

minimum level of proficiency or a performance threshold. The standard definition of

professional competence is the habitual and judicious use of technical skills, communication,

knowledge, values, clinical reasoning, emotions and reflection in professional practice. This is

for the benefit of the professional and the general public (Epstein and Hundert, 1996).

It should be noted that there is a difference between competence and competency. Competency is

an ―ability or fitness‖ (Webster Dictionary). A competency refers to a single skill or function. It

includes the underlying principles i.e. knowledge, abilities and attitudes which are necessary for

optimal performance. The skill must be performed to a specific standard under specific

conditions. Competence, however, is more encompassing. It represents the totality of knowledge,

attributes, behaviors, skills and attitudes. It also includes the ability to orchestrate these

competencies into the full range of activities necessary for professional practice. Competence

also implies a minimum level of proficiency or threshold in performance.

Integrity- This concept is generally based on the qualities of responsibility, humanity, honesty,

discretion and impartiality. The professionals subscribe to these governed by codes of conduct

(Seeley, 1987). The principles garnered from these codes of conduct reflect the characteristic

spirit /genius of the QS profession. This integrity is for the benefit of all and for proclaiming the

general nature of all Quantity surveyors.

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Relating to our problem statement, most senior QSs in the ministry are members of these

associations. However junior members have a relatively low representation in the associations.

Most believe that these associations are a preserve of the private practitioners. This serves as an

indication of limited means of professional control in the public sector of the QS profession. This

also furthers the need for management tools e.g. performance contracting to increase

effectiveness.

6. Code of conduct

Regulations governing the QS profession were formulated in 1868 where resolutions, by laws

and regulations were drawn up. This was to help in setting up a professional association to

represent surveyors. Thus the Royal Institute of Chartered Surveyors was born (R.I.C.S).

To date, regulations governing the QS profession in Kenya subscribe to the British Standards.

However the local regulatory board, B.O.R.A.Q.S is actively involved in coming up with new

practicing regulations. These regulations are encompassed in the codes of conduct that govern

the profession and help to uphold the values and integrity of the QS professionals.

The systemic complexity of the construction industry with respect to project performance is not

only targeted at meeting clients‘ demands through the dynamism of technical competencies and

innovative skills. It is also showcased in the behavioral pattern of professionals to protect client‘s

interest and sustain the deteriorating public-industry harmony (Chalkley, 1990; Poon, 2004;

Nkado, 2000).

These codes of conduct are put in place to affirm the need for the profession to ensure the

practitioners are technically and morally equipped to address the pertinent need to institutionalize

the new paradigm of reliable, flexible and mixed public-industry transaction strategy through

professionalism. These codes of conduct are very useful in minimizing the professional

misconducts by QS professionals.

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2.3.2 Professional misconducts by QS professionals.

It is considerably useful to identify professional misconduct and where to attribute them in the

ethically polarized cadres of a Quantity Surveyor. This is so as to identify what negates the

performance of a public QS. These misconducts showcase negative acts of QSs which interfere

with the professional status of the QS profession.

Ferrell and Weaver (1978) identify negative tendencies which are Quantity Surveyors‘ frequent

temptation to provide trade secret in exchange for unscrupulous inducements, Compromise to

dispense professional service with very low levels of honesty. This is especially when faced with

competency challenges that are usually traceable to negligence and stern denial of fault. Another

malpractice is the tendency to exaggerate services provided to the client to deceive them into

paying more than necessary.

Other malpractices are cases where Quantity Surveyors who should be protecting the client‘s

interest connive with greedy contractors to defraud the unsuspecting clients (McDonald and

Zepp, 1998). Some notorious Quantity Surveyors also falsify reports a lot to further selfish

interest without considering professional implications and employer‘s interest. Others conceal

systemic errors to justify negligence, ‗adapt‘ trade/contract figures for unprofessional reasons or

compromise to pressure by inducement.

Some QSs also help to ‗save‘ fellow consultants‘ neck whose roles are tantamount to causing

project failure (Newstom and Ruch, 1975). Since QSs primarily deal in construction cost

management, they are usually more prone to ‗conscience auction‘. This is usually through

undeserving bribes, inducements and gifts. This mostly happens during site visits and valuation

and also at the inception of construction such that the crudity of the professional responsibility is

fouled and pocketed at the ‗payer‘s‘ will.

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There have also been reports of abuse of office in cases like misuse of official time and resources

for personal use (Dubinsky et at., 1980). Others waste longer time on job than required (Ferrell

and Weaver, 1978) and also exhibit indolence at work (Albratt et al., 1992). (Dolecheck, 1984)

also adds the tendencies to compromise personal/professional principles to fulfill superiors‘

demand at the expense of the client or the public. (Dubinsky at al. 1980) also confirms illegal

collusion between Quantity Surveyors to arrange cover prices for cartels and hamper the fair and

virtuous competition.

The above misconducts were obtained from various literatures. However, from experience of

other consultants in the ministry, other vices are: Quantity Surveyors changing tender figures for

contractors in order to win them the bid. This is especially common under ‗lowest bid‘ where

contractor selection is subjectively driven by the paradigm of price-data-only. There are also

cases whereby QSs release very confidential contract secrets. Some Quantity Surveyors also

engage in bid pricing for various contractors. Others refuse to expose the misconducts of their

superiors who perpetrate illegal deals with rogue contractors.

It is an almost impossible task for any institution in the construction sector to eliminate the above

vices. However efforts have been made to curb and minimize the vices. These efforts include;

CPD forums that sensitize the need for ethical behavior, codes of conducts, professional

associations, penalties, rewards for reports of malpractices e.t.c.

Performance contracting of the QS professionals both negates and harbors these vices in the

ministry. Some professionals will find it easy in fulfilling their performance contract by avoiding

or delimiting these vices in their day to day activities. Others can only fulfill their performance

contracts by including these vices to increase their performance.

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2.4 PERFORMANCE EVALUATION

2.4.0 Introduction

Performance contracting is a form of performance evaluation. Performance evaluation of civil

servants is a part of the many public service reforms introduced by the government to increase

efficiency of the public service. In 1993, the government began the Civil Service Reform

Program (CSRP) it was to be implemented in 3 phases.

1st Phase (1993-1998) – Focused on containment of cost

2nd Phase (1998-2003) – Performance on improvement

3rd Phase (after) – Refinement, sustenance and consolidation of reforms gained.

The government in 2003 introduced performance contracts (PC) in the second phase of the

reforms. It had a policy framework paper, Economic Recovery Strategy for wealth and

employment creation (2003-2007). The performance contracts were introduced as a management

tool for measuring performance against negotiated performance targets (Kobia and Mihammed,

2006).

A performance contract steering committee (PCSC) was established in August 2003 and gazetted

on 8th April 2005. Its mandate was to spearhead the introduction and implementation of

performance contracts to the public sector. Workshops targeting management officers in the

public sector were held to sensitize/train them about performance contracts. In 2005, 1054

managers were trained and in 2006, 11946 were trained. The first performance contracts were

signed for the financial year 2005/2006. They were signed on Feb. 7th 2006 (Obongo, 2009).

The expected results of performance contracts were; Improved service delivery, improved

efficiency in utilization of resources, reduction/elimination of reliance of the public agencies on

exchequer funding, enhancing overall performance of the public sector and institutionalization of

a performance-oriented culture in the public service

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The underlying assumption behind the performance contracts concept is well stipulated. (Jones

and Thompson, 2007) say that ‗once performance can be measured and performance shortfalls

identified, action can be taken to address the shortfall.‘

Performance evaluation is an important component of the strategic performance management

process. The result of the process is obtaining a composite score. This makes it possible to;

Compare the performance of one professional to another.

Help to sort out outstanding performers from the non-performers.

Form a reliable basis for ranking according to performance.

Measure the extent to which public agencies and managers achieve their negotiated

performance targets.

Predict the end results. This is because it has already determined what is to be achieved

i.e. the Strategic Objective.

Performance evaluation involves the description of a measurement Technique so as to determine

how well various actions are being done. It also involves the establishment of various

targets/Thresholds to be met by the professionals. It helps define what level of performance is

acceptable (Obongo, 2009).

2.4.1 General process of performance evaluation

The following are the general steps taken by any institution undertaking a performance

evaluation of its employees. Public institutions in Kenya like the ministry of public works have

also adopted this process.

Review Past/Current Plan for Future Performance evaluation

Define responsibilities for each employee

Set Goals/standards

Gather Information about the performance

Assess Performance

Communicate That Assessment to the employee

Decide on a Course of Action

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2.4.2 Performance evaluation of a professional is guided by several aspects (Obongo, 2009)

Communications (oral and written)

This aspect checks how well does professional express self to subordinates, peers, students, and

other professional contacts plus supervisors.

Job Knowledge

This aspect assesses the professional's command of the knowledge base required to perform the

job and how he/she understands job responsibilities. It also ensures the professional understands

and adheres to policies and procedures. It also attempts to seek whether he/she expands job

knowledge and keeps abreast of developments in his/her field.

Organization and Planning

This checks the following; Does the professional reappraise procedures or techniques to ensure

efficiency? Does the professional define and arrange activities in a logical manner? Does the

professional effectively use resources including staff, time, money and materials?

Leadership and Supervision

This deals with the following; Does the professional set a good example for others? Does the

professional delegate appropriate tasks to subordinates? Does the professional develop the

capabilities of subordinates? Does the professional motivate subordinates so that they work

together towards common objectives?

Dependability

This checks whether; Can the professional be relied upon to fulfill job responsibilities in both

routine and complex job situations? Does the professional observe and meet deadlines? Is the

professional punctual for meetings? What is the professional's attendance record?

Initiative

This entails ensuring whether; Does the professional act independently when appropriate? Does

the professional actively pursue or initiate projects for the benefit of the department?

Problem Solving and Creative Ability

33

Does the professional develop logical and creative solutions to problems and make effective

decisions? Can the professional distinguish between significant and minor issues? Does the

professional's work reflect creativity?

Adaptability

Does the professional adapt to changing work demands? Is the employer receptive to new ideas

and concepts?

Professional Attitude

Does professional demonstrate interest in the job? Does the professional emphasize the positive

aspects of most situations? Does the professional work effectively under pressure or in crisis

situations? Is the professional willing to work beyond normal expectations when work load and

deadlines require it?

Productivity

Does the professional produce work at satisfactory levels? Is the professional's work complete

and accurate?

Relationship with Others

Does the professional have the confidence of others? Does the professional work effectively with

other people?

2.4.3 Attitudes of professionals towards performance evaluation

Professionals have several general attitudes that may vary in different persons. Examples of these

attitudes include; Supervisors should conduct formal performance evaluations at least twice a

year, performance evaluation is an effective way to develop the competence of a professional,

professionals should participate in setting their performance goals and supervisors should ask for

a self-evaluation from the professionals before they formulate their rating.

Other attitudes include: Supervisors should inform the professionals their ratings, supervisors

should discuss every aspect of the performance evaluation with the staff members, valuating

performance ranks with planning and organizing as important management functions, most

34

performance evaluations are usually subjective, supervisors frequently recognize professionals

for their good work, professionals want the boss to tell them when they are not doing well and

lastly professionals should be evaluated by more than one aspect.

2.4.4 Writing task statements

These task statements include all the critical elements of a specific job. It is usually a step during

performance evaluation which falls under ‗defining responsibilities‘. The creation of task

statements clarifies performance expectations. These statements reflect what the employee is

expected to do. A task statement consists of three components:

What is done to what qualifier i.e.

Action

Object

How, why, where, when

For example:

Submit (Action) quarterly reports (Object) to the Chief QS(Where).

2.4.5 Setting of goals and standards

Goals: These are reached by mutual agreement through negotiation

Standards: These are usually preset by: policy, production requirements, safety regulations,

legal constraints, contract and management prerogative.

Goal and standard are designed to: Focus attention of supervisors and employees on job

priorities, help professionals understand what is expected of them, document performance

objectives, provide basis for day-to-day discussions about performance, increase likelihood of

recognition for above/below average performance, provide basis for performance evaluation

discussions and to improve productivity by reducing the gap between "what is" and " what ought

to be."

35

Standards

Criteria for differentiating the level or degree of results provided by the performance evaluation.

They can be used to describe results. They measure them in terms of how much, how well, when,

and in what manner. They may be further identified through: Quality of output, quantity of

output, timeliness of output, effectiveness in use of resources, positive and negative effects,

manner of performance and method of performance.

Quantitative measures may be identified by statements such as: Not more than (quantity or

quality measures), not less than (quantity or quality measures), within (a time measure) and not

later than (a time measure).

Goals

The setting of performance goals follows the identification and description of performance

standards. Goals are specific outcomes or desired results from performance evaluation.

Goals should:

· Cover the full range of job responsibilities.

· Cover important aspects of job.

· Be appropriate to work required.

· Be meaningful to work required.

· Be challenging.

· Be feasible and obtainable.

· Be measurable.

· Be observable.

2.4.6 Documenting performance evaluation

The following are the various rules in documenting evaluation: Complete a precise, written job

analysis; weigh job responsibilities and goals according to importance; Provide timely feedback

immediately following the performance; Record incidents of your communications about

performance; Keep a running record; Note specific examples of good and poor performance; Be

36

clear and concrete in writing; Interact frequently with those whom you evaluate; Ensure that files

adequately portray effective and ineffective performance; Represent the professional's total

performance—all responsibilities and goals over the entire rating period; Seek other people's

assessment of the professional‘s performance; Standardize data-gathering procedures.

2.4.7 Process of Performance Contracting of Quantity Surveyors in the Ministry of Public

Works

This process begins with the process of identifying performance targets for the QSs and the

Quantities and Contracts department in the ministry of public works. This is usually done after

the budget is read. This is so as to ascertain resources allocated to each department. This is to

ensure the targets are realistic and achievable. The targets are usually negotiated and not imposed

arbitrarily to the party.

The negotiation process is in two phases.

1st Phase

Pre-negotiation consultations are done. Here the performance capacity of the party

(department/individual) is determined by the SWOT analysis. This aids in developing realistic,

measurable, achievable and growth oriented target. These targets are also benchmarked to

perform like similar departments. A consensus has to be reached on these targets.

37

2nd Phase

This is the actual negotiation process where all issues agreed up are incorporated in the

performance contract. The draft is then vetted by the performance contracting secretariat.

Significance of the vetting process is to ensure:

- Performance contracts compare with the guidelines.

- Performance contracts are linked to the institution‘s objective.

- Performance contracts are anchored on the strategic plans.

- Performance contracts are growth oriented and relevant to the mandate of the institutions.

Performance contracts for the QSs are signed in two levels. Using the targets negotiated above,

the chief QS signs a performance contract with the permanent secretary of the ministry of Public

works. This is done in the presence of the minister. The chief QS then signs performance

contracts with the registered QSs under him. This is standard procedure in all the departments in

the ministry of works (Obongo, 2009).

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CHAPTER THREE

RESEARCH METHODOLOGY

3.0 Introduction

This chapter highlights on the research methodology that were employed for the study.

(Zikmund, et al 2010) describes a research methodology as a part that must explain procedures in

a manner appropriate for the audience. It achieved this by addressing the research and sample

designs used for the study, data collection, fieldwork conducted for the study and the analysis

done to the collected data. (Taha, 2009) says that research methodology is the philosophy or

general principles which guide the research. (Kombo and Tromp, 2006) concur with ( Zikmund

et al 2010) that research methodology deals with description of methods applied in carrying out

the research study.

It includes the research design, population and sample size, and data collection methods and

procedures as well as data analysis. Research design explains the type of research done and the

various methods used by the researcher to obtain primary data that help in establishing the

objectives of the study and answering the research questions.

The population and sample size attempts to give an overview of the persons that provide

information to help answer the research questions. Due to limited time samples were studied to

give a general picture of the population in question. The data collection methods in this study

included the use of questionnaires. The Statistical Package for Social Sciences (SPSS) was used

in the analysis of the data obtained from the field and it was later presented in various statistical

forms to ease comprehension.

3.1 Research Design

According to Kothari (2004), a research design is the ―arrangement of conditions for collection

of analysis of data in a manner that aims to combine relevance to the research purpose with

economy in procedure‖. This study was carried out as a survey research. This is because the

survey sought to obtain information that answer our research questions by asking various

39

professionals about their attitudes, perceptions, and notions on the various subjects (Mugenda

and mugenda, 1999). The research design is structured in a way that enables data to be collected

on what is really occurring in the Ministry of public works by asking professionals there on their

experiences.

Data for the above study was collected from the two main sources as is the norm. The first

source of information, secondary sources, has already been utilized in the previous chapter to

obtain the literature review. This helped shed more light on the above subject and also in

formation of the questionnaire. The second source was from the primary sources. These include

the questionnaires and interviews.

The secondary sources gave us an insight on the various subjects that come to play in this study.

These subjects included a general overview of the construction industry in Kenya and all the

players involved. This included even the professionals. The review then focused on the Ministry

of public works. Literature on professionalism, ethics and performance contracting was

reviewed.

3.2 Target population

The target population for the study was the various quantity surveyors working in the quantities

and contracts department in the Ministry of public works. The target population was the total

number of QSs working in the quantities and contracts department in the ministry of public

works. This thus formed the target population of the study.

3.3 Sampling Method and Procedures

Sampling is the process by which a relatively small number of individuals, objects or events is

selected and analyzed in order to find out something about the entire population from which it

was selected. This being a qualitative research, (Mugenda and Mugenda, 2003) proposed that the

appropriate minimum sample should be 30% of the accessible population. This research used

stratified random sampling because first, it enables generalization of a larger population with a

40

margin of error that is statistically determinable and also gives the participants an equal

opportunity to be included

3.3.1 Sample Size

The sampling frame used was the quantity surveyors working at the Ministry of public works as

at 31st November 2012 from the Ministry of Public Works. The contractors were categorized in

three classes as shown below.

Table 0.1 Categorization of contractors.

Number of QSs in the ministry

nationally

Number of QSs located in

Nairobi.

% of the QSs found in

Nairobi

672 514 76.48%

Source: Ministry of Public Works, October 2012

An assumption of a 93% confidence level done so that the response achieved was within + or -

7% of the true state of affairs. A statistical formula recommended by (Mugenda and Mugenda,

2003) was used to arrive at the most convenient sample size.

N= size of the population (672)

n= sample

p= sample proportion

q= 1-p

e= tolerable error level (0.07)

41

Z= critical normal deviate at a given confidence level worked out from the table showing area

under normal curve.

The sample size (n) was then calculated as follows:

3.4 Data Collection Procedures and Instruments

3.4.1 Research Instruments

Questionnaires were used in the study as recommended by Kombo and Tromp (2006). The

questionnaires assisted the participant in answering the questions systematically. The researcher

used both open ended and closed ended type of questions. . Closed ended questions were used to

ensure that the given answers were relevant. The researcher phrased the questions clearly in

order to make clear dimensions along which the responses were analyzed. In open ended

questions, space was provided for relevant explanations to be provided by the respondents, thus

giving them freedom to express their opinions.

This also gave the respondent enough time to go through the questions and give more

appropriate answers while under no stress. This method was also ideal because it had a wide

coverage without the researcher being there in person. This is by use of distant respondents to

answer the questions on the self addressed questionnaires and then have the questionnaires

mailed back to the researcher.

3.4.2 Data Collection Procedure

The procedure adopted during data collection had three stages: Pilot study, pre-study sessions

and finally administration of research instruments for data collection. The pilot study aided the

researcher in measuring the validity and reliability of the designed collection instruments. After

42

necessary adjustments were made on the instruments, permission was sought from the selected

institutions to carry out the study followed by booking of appointments with the respondents.

The questionnaires were self administered and observations were noted down basing on the

guide prepared in advance. As a strategy aimed at minimizing the time it may take to carry out

this exercise, the researcher proposed to adopt both self administered and drop and pick later

method.

3.5 Data Analysis

The data obtained from the study were presented in a written format. Tables and graphs were

used where applicable. Once the data was obtained, the researcher used statistical methods such

as inferential statistics that is regression analysis to show the relationship between the dependent

and independent variables. Descriptive statistics such as frequencies and mean scores were also

used to interpret the results. The Statistical Package for Social Sciences (SPSS) was used in the

analysis.

3.6 Ethical Issues

The researcher assured the respondents that the information gathered was solely for the intended

purpose and it was treated with utmost confidentiality. Consent was also obtained from relevant

authority to use information on the day to day business of the Ministries. The research proposal

was approved by the university.

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CHAPTER FOUR

DATA ANALYSIS AND PRESENTATION

4.0 Introduction

This chapter presents the results of the analysis. The data collected consist of that from the

questionnaires administered to QSs in the Ministry of Public works headquarters. The

questionnaires were complemented by interviews held with some of the Quantity surveyors.

As stated earlier, 32 questionnaires were distributed in the ministry of public works headquarters.

This was our sample size. 24 were collected and found usable for analysis. Thus, the response

rate was 75%. The survey is thus deemed to be sufficient. The other 8 questionnaires were

unfilled thus could not be used for data analysis.

4.1 Challenges Encountered in Data Collection

Most of the QSs of the higher ranks were unavailable or too busy to create time to answer

the questionnaires

Some QSs claimed to have misplaced the questionnaires.

Limited time and financial ability.

4.2 Demographic analysis

The data collected will be illustrated in the form of tables, pie charts and graphs. These will be

graded in either percentages or frequencies. The researcher will also use description of responses

to some questions.

Figure 4.20 shows the percentages of the various positions held by the respondents to our study.

The position of just a QS had the highest percentage of respondents. This can be explained by the

fact they are the largest portion in the department and they are also easily accessible. The senior

principal QSs had the lowest frequency partly because they are only 3 and also their high

44

hierarchy makes them not easily accessible. The assistant QSs formed a quarter of the

respondents. The information above is illustrated below:

Figure 1.0 1 Position of respondent

Source: Own Field Survey 2013

Figure 4.21 shows the academic qualifications of the various respondents in the study. All the

respondents were found to be graduates. However a quarter of them had furthered their studies.

This helps reveal that all the respondents were academically qualified. This makes us able to get

their views on the undergraduate training of a QS since they have all been through it.

45

Figure 1.0 2 Level of academic qualification

Source: Own field survey 2013

Table 4.20 below shows the distribution of the professional experiences of various respondents.

Most respondents have 6-10 years experience as a professional. This shows that their views in

our study are legit since they are not novice professionals. 66.7 % of them have more than five

years of professional experience in the construction industry. This then shows the views in this

study are mainly from personal experiences and not mere hearsay.

46

Table 1.0 1Experience as a professional in the construction industry

Experience as a professional

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid 0-5 years 8 33.3 33.3 33.3

6-10 years 11 45.8 45.8 79.2

11-15 years 1 4.2 4.2 83.3

16 and above 4 16.7 16.7 100.0

Total 24 100.0 100.0

Source: Own field survey 2013

Table 4.21 shows the experience of the respondents in the public sector. Again 66.7% of the

respondents have worked in the public sector for more than five years. We can thus safely make

the right conclusions and attain our objectives in the right way since our study is concerned with

the public sector.

Table 1.0 2Experience in the public sector

Experience in public sector

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid 0-5 years 6 25.0 25.0 25.0

6-10 years 12 50.0 50.0 75.0

11-15 years 2 8.3 8.3 83.3

16 and

above

4 16.7 16.7 100.0

Total 24 100.0 100.0

Source: Own field survey

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4.3 The effectiveness of professional associations in enhancing performance.

Figure 4.30 shows that 75% of the respondents were found to have registered with the various

professional associations that govern the QS profession. 25% of the rest have not registered.

Most of them cited the reason of not registering on defaulting in payment of

subscription/membership fees. The others said that joining an association voluntary and one can

still practice whether or not he/she is registered. Since majority of the respondents are registered

with professional associations, we can thus make the proper conclusion on whether

Figure 1.0 3 Registration with Professional associations e.g. IQSK

48

Figure 1.0 4Number of years registered with a professional association

Source: Own field survey 2013

Figure 4.31 shows the number of years the respondents have been registered with professional

associations. 67% which represents a majority of the respondents have been registered with

professional associations for over five years. Thus they have a wealth of experience on whether

professional associations influence their performance in the public sector.

49

Table 1.0 3 Level of membership of professional association

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid Graduate 4 16.7 22.2 22.2

Corporate 8 33.3 44.4 66.7

Fellow 6 25.0 33.3 100.0

Total 18 75.0 100.0

Missing System 6 25.0

Total 24 100.0

Source: Own field survey

Table 4.30 shows that most of the respondents (58.3%) were either corporate or fellow members

of the professional associations hence they have full professional registration as a QS. T his

represents the qualified and registered QSs. This is a significant number that will help us answer

our research question whether a qualified and registered QS professional still needs performance

contracting.

Figure 4.32 shows that 75% of the respondents agree that membership of a professional

association has enhanced their performance. The remaining 25% were found to be the

respondents who had not registered with the professional association. For all those who have

registered with professional associations, they all unanimously agree that these professional

associations have enhanced their performance.

50

Figure 1.0 5 Has joining a professional association enhanced your performance

Source: Own field study 2013

51

4.4 The adequacy of the training of a QS during his/her undergraduate course to maximize

performance

Table 4.40 shows that all the respondents received their undergraduate training locally in the

University of Nairobi. This will help us identify the adequacy of the undergraduate training a QS

goes through to maximize his performance. This will help us come up with enough reason to

negate the use of performance contracting to enhance performance of a public QS.

Table 1.0 4 The location of a QS undergraduate training

Location of undergraduate training

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid locally 24 100.0 100.0 100.0

Source: Own field study

Table 4.41 and Figure 4.40 show that majority(50%) of the respondents agree/strongly agree

that a graduate QS is fully equipped to cope with the actual construction industry upon

graduation and his performance can be guaranteed. This can be attributed to the fact that most

have graduated and they obviously consider themselves to be fully equipped and qualified.

52

Table 1.0 5 A graduate QS is fully equipped

A graduate QS is fully equipped

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid strongly

disagree

1 4.2 4.2 4.2

Disagree 6 25.0 25.0 29.2

Neutral 5 20.8 20.8 50.0

Agree 9 37.5 37.5 87.5

strongly agree 3 12.5 12.5 100.0

Total 24 100.0 100.0

Source: Own field study

The information in table 4.41 is illustrated in figure 4.40

53

Figure 1.0 6 A graduate QS is fully equipped

Source: Own field study 2013

However a considerable number also disagree (25%)/strongly disagree (4.2%) or are lukewarm

(20.8%) with the fact that a graduate QS is fully equipped. However from the findings, it is clear

that most agree with the notion that the QS undergraduate training equips a graduate QS and

maximizes his performance.

Figure 4.41 illustrates the frequency of the respondents who are of the view that practical

training should be included in the university course to maximize performance. Most(11) of the

respondents disagree while another six strongly disagree with that statement which means most

54

prefer the training model in use currently whereby after graduation the graduate QS receives a

further two years practical training under a registered QS before registration with BORAQS.

Only 2 agree that a QS undergraduate course should incorporate practical training.

Source: Own field study 2013

Figure 1.0 7 Undergraduate training of QS

4.5 Role of CPD programs in enhancing performance of professionals.

Most (87.5%) of the respondents have taken part in CPD programs during their QS career. 12.5

% of the respondents have not taken part in any CPD programs. This will help us obtain whether

55

CPD programs enhance performance of public QS professionals. The data is illustrated below in

figure 4.50

Figure 1.0 8 Participation in CPD programs

Source: own field study 2013

56

Figure 1.0 9 Effectiveness of CPD programs

Source: Own field study 2013

Figure 4.51 shows only 4.2% of the respondents consider CPD programs to be poor in enhancing

performance. The rest, 16.7% consider CPD programs to be fair, 16.7% rate them as average,

33.3% (majority) rate them as good while the other 16.7% rate them as very good. This clearly

shows that CPD programs are effective in enhancing performance of professionals.

57

4.6 The attitudes of the professionals towards performance evaluation by performance

contracting

Table 4,60 below shows that all respondents have signed a performance contract with the Chief

QS. This is probably because it is mandatory in the department for all professionals to sign a

performance contract as a form of performance evaluation. This will help us obtain information

from them about this method of enhancing performance in a professional and whether its

necessary. We can also make conclusions on the various attitudes the professional s have

towards performance evaluation.

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid Yes 24 100.0 100.0 100.0

Table 1.0 6 Signing performance contract

Source: Own field study 2013

Table 4.61 shows the distribution of the respondents on the level of agreement which they concur

with the statement ‗performance contracting develops competence‘

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid Disagree 2 8.3 8.3 8.3

Neutral 4 16.7 16.7 25.0

Agree 12 50.0 50.0 75.0

strongly

agree

6 25.0 25.0 100.0

Total 24 100.0 100.0

Table 1.0 7 Performance contracting develops competence

58

Most (50%) of the respondents agree that performance evaluation in the form of performance

contracting has enhanced competence. A further 25% strongly agree with that statement. This is

illustrated in the table above. This helps us emphasize the need for performance contracting of

professionals in the public sector since it helps develop the competence of the professionals.

Figure 4.60 shows that most (41.7%) of the respondents disagree while a further 12.5% strongly

disagree with the notion that professionals should self evaluate themselves. This is probably

because self evaluation will not be as effective as external evaluation since this eliminates self

bias.

Figure 1.0 10 Professionals should self evaluate themselves (Source: Own field study)

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Figure 4.61 shows that most (50%) of the respondents agree that all aspects of performance

evaluation should be included in a performance contract not only productivity issues. Another

41.7 % agree with the statement while 8.3 % are neutral about the statement. This is probably so

that the performance contract will not only enhance productivity, it will also enhance other

aspects like competence and integrity within the employees and improve relationships within the

employees.

Figure 1.0 11 All aspects should be included in the performance evaluation

Source: Own field study

60

Table 1.0 8 All aspects should be included in a performance contract.

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid Neutral 2 8.3 8.3 8.3

Agree 10 41.7 41.7 50.0

strongly

agree

12 50.0 50.0 100.0

Total 24 100.0 100.0

Source: Own field study 2013

Table 4.63 and figure 4.62 show that majority of the respondents disagree (41.7%) or strongly

disagree (8.3%) on the fact that performance contracts as subjective. Only a lowly 4.2 % strongly

agree while a further 33.3 % agree with the statement. This somehow shows that they appreciate

the performance contracts and they view them as being useful in their line of work hence they

don‘t want to criticize them as subjective. This further enhances the need for performance

contracting of professionals in the public sector.

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid strongly

disagree

2 8.3 8.3 8.3

Disagree 10 41.7 41.7 50.0

Neutral 3 12.5 12.5 62.5

Agree 8 33.3 33.3 95.8

strongly agree 1 4.2 4.2 100.0

Total 24 100.0 100.0

Table 1.0 9 Performance evaluations are subjective

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Source: Own field study 2013

Figure 1.0 12 Performance evaluations are subjective.

Source: Own field study 2013

Figure 4.63 illustrates the percentage of the respondents who agree/disagree with the fact that

professionals would want to be told when they are not performing their duties properly. Majority

of them agree with the statement (58.3%) plus a further 12.5% strongly agree. They probably

agreed with the statement because when one is told he/she is not performing well, it gives one

62

the motivation to perform better and negate these negative views. This helps increase their

effectiveness and consequently their performance.

Figure 1.0 13 Professionals want to be told when they are not doing well.

Source: Own field study 2013

A performance contract will clearly show where one is not performing well and this will help

him/her to improve the performance. This again shows how a performance contract is useful to a

professional. This is further depicted below in table 4.64 where all respondents (100%)

unanimously agreed that there is a need for performance contracting in the department.

63

Table 1.0 10 Is there a need for performance contracting of professionals in the department

Signing performance contract

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid Yes 24 100.0 100.0 100.0

Source: Own field survey 2013

4.7 Unethical behaviours in the department which aid in deteriorating performance of

professionals.

This was a very edgy area and not many respondents answered this part. However those who

answered pointed out the following behaviors which they have come across.

Concealing of systemic errors to justify negligence

Saving fellow consultants‘ neck whose roles are tantamount to causing project failure.

Bid pricing

Misuse of official time and resources for personal use.

Compromise personal/professional principles to fulfill superiors‘ demand at the expense

of the client or the public

Cover pricing

64

Collusive tendering

CHAPTER FIVE

CONCLUSION AND RECOMMENDATION

5.0 Introduction

The aim of this study was to find out the need for performance contracting of a qualified and

registered professional. This was based on the results of a case study of QSs in the ministry of

public works.

It was hypothesized that there is no need for performance evaluation in the form of

performance contracting for a fully qualified QS professional in the ministry of public works.

Objectives were then set out at the beginning along which the research would be carried out.

Literature was then reviewed and data collected from the field was analyzed. This chapter‘s sole

role is to outline the researcher‘s conclusions and recommendations based on the findings of this

study.

5.1 Conclusions

The study had four objectives as postulated before. The Questionnaire was formed based on

these objectives which helped in the collection of data during the field study. On account of the

findings obtained from analysis of the data collected, the following conclusions were made

regarding the need for performance contracting of registered and qualified professionals in the

ministry of public works.

5.1.1 The effectiveness of professional Associations in enhancing performance of qualified

professionals.

Regarding the above issue, the following conclusions were made: Majority of the respondents

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were found to be registered with the various professional associations. This was because it

helped enhance and safeguard the professional status. The few who had not registered with the

professional associations cited the major factor as defaulting in payment of

subscription/membership fees. Since majority of the respondents were registered with the

professional associations for more than five years, it was deduced that proper conclusions could

be made on their views of the effectiveness of the professional associations in advancing

performance of QSs in the public sector.

Majority of the respondents concurred that professional associations had helped enhance their

performance in the public sector. It can thus be concluded that performance of a professional can

be enhanced by membership of various professional associations in their respective

professionals.

5.1.2 The adequacy of the undergraduate training of a profession in enhancing his/her

performance during his/her line of work.

All the respondents received their undergraduate training locally in the University of Nairobi.

This provides a uniform basis for us to check the adequacy of the graduate training. Majority of

the respondents agreed that a graduate QS is fully equipped after his/her undergraduate training

to cope with the actual construction sector.

Majority of the respondents disagree that the current mode of training where one receives

practical training after graduation should be changed. This is because the practical training gives

the graduate an actual experience in the construction industry and helps him/her to maximize

performance levels.

It can thus be concluded that the model of the current undergraduate training is sufficient to

enhance performance of professionals since they receive actual practical training for two years

before registration. This makes it safe to conclude that a performance QS is properly trained on

matters pertaining performance thus negating the need for performance contracting for qualified

professionals in the ministry of public works.

66

5.1.3 Do the CPD programs enhance performance of a public QS.

To attain the above objective and make the right conclusions, we had to obtain a majority of the

respondents who have taken part in various CPD programs. Data analysis observed that almost

all the respondents have taken part in CPD programs. Majority of the respondents also agreed

that CPD programs participation would help enhance the performance of a professional. The

CPD programs are usually held occasionally and usually help the professional development that

essentially leads to enhanced performance.

5.1.4 The attitudes of the various professionals towards performance evaluation by

performance contracting.

All of the respondents were found to have signed a performance contract with the chief QS. This

makes it possible for us to ascertain some attitudes about performance evaluation obtained from

various literature.

The following were the attitudes deduced:

- Performance contracting develops competence

- Professionals should not be allowed to self evaluate themselves.

- All aspects of performance evaluation should be included in a performance contract and

not only productivity.

- Performance contracts are not subjective.

- Professionals would want to be told when they are not performing well.

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5.1.5 Is there a need for performance contracting of professionals in the Ministry of public

works.

All of the respondents agreed that there is a need for performance contracting of professionals in

the ministry of public sector because it is set in such a way that employees lack enough

motivation to perform at high levels. However other aspects like CPD programs and membership

of professional associations also aid in enhancing performance of a QS in the public sector.

5.2 Recommendations

The public sector of the construction industry is a huge player in the Kenyan economy. In the

recent past, there have been numerous articles and reports that show that the performance level

of public sector professionals is wanting.

Performance contracts were introduced to negate this. However, professionals who are fully

qualified and registered are thought to have the self drive to always perform at optimum levels.

Thus the need for a monitoring tool like performance contracting was questionable.

Conclusions have found the need to continue administering these performance contracts since if

they are structured in the proper way they will promote development in all sectors of the work

environment. Performance contracts should not only focus on productivity but also other aspects.

Use of performance contracting to enhance performance is not in itself sufficient. The

government should ensure use of other easy like:-

- Mandatory membership of a professional association.

- Mandatory participation of CPD programs.

The government should also increase the pay of the professionals so that they can be

compensated fully for their endeavors. This will make them compete favorably with their

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counterparts in the private sector. The government should incorporate bonuses and gifts for high

performers and penalties for low performances.

The government should provide a work environment that upholds integrity thus negating

unethical behaviors that hamper with the performance of a QS in the public sector.

The professionals in the public sector should take the initiative and be role models to others and

thus increase effectiveness and consequently productivity in the public sector.

5.4 Suggested areas of further study

This study limited itself to the public sector. Further studies could be carried out on the

performance evaluations of the private sector.

Further studies could be made on the role of professional associations in developing of

professionals‘ competence, integrity and performance.

Further studies could be done on CPD programs of the QS profession; need, role, effects e.t.c.

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BIBLIOGRAPHY

1. Abdul-Rahman H, Mohd-Rahim FA, Hanid M, Zakaria N (2005). Beyond Basic: The

Potential Roles and Involvement of the Qs in Public Projects: An Observation. QS

National Convention 2005-Sustaining the Profession-Towards Diversification, Kuala

Lumpur, Malaysia, pp. 10-18.

2. Chalkey, R (1990) Professional conducts: A Handbook for Chartered Surveyors.

SurveyorsHoldings Ltd, London.

3. Doran, D. (2004) FMI/CMAA Survey of Construction Industry Ethical Practices FMI

Corporation available at: http://www.acce-hq.org/documents/ethics_survey.pdf

4. Fan, L., Ho, C., Ng, V.,(2001) A study of Quantity Surveyors Ethical Behaviour, Journal

of Construction Management and Economics Volume 19, Issue 1, pages 19 – 36

5. Forsythe, Dall. 2001. Quicker, Better, Cheaper?: Managing Performance in American

Government. Albany, NY: Rockefeller Institute Press.

6. Greenhalgh, B (1997) Practice Management for Land, Construction and Property

Professionals, Chapman and Hall , New York

7. Government of Kenya (2003) Economic Recovery Strategy for Wealth and Employment.

Creation Government Press.

8. Institute of quantity surveyors of Kenya website: Available at: http://iqskenya.org/.

Accessed on the 6th March 2013.

70

9. Kamau , Nyingi (2011). A study of the use of professional services in the construction

industry in Muranga town Nairobi

10. Kiragu, K and Mutahaba, G. (edits 2005) Public Service Reform in Eastern and

Southern Africa: Issues and Challenges.

11. Kobia, M. and Mohammed, N. (2006) The Kenyan Experience with Performance

Contracting: Discussion Paper, 28th AAPAM Annual Roundtable Conference, Arusha,

Tanzania.

12. Kocke, E.B, The construction industry in detail, Quorum Books, New York: USA

13. McDowell, B., (1991), Ethical conduct and the professional's dilemma, Quorum Books,

New York: USA.

14. Mugenda, O.M and Mugenda AG (1999). Research methods: Quantitative and

Qualitative research.

15. Mugenda, O.M and Mugenda AG (1999). Research methods: Quantitative and

Qualitative research.

16. Ministry of public works website: Available at: http://mopwkenya.org/. Accessed on the

6th February 2013

17. Office of the prime minister

18. Royal Institute of Chartered Surveyors (RICS) (2000) Guidance Notes on Professional

Ethics, London RICS. Professional Ethics Working Party.

19. Royal Institute of Chartered Surveyors (RICS) (1998a) The Challenge of Change QS

Think

Tank 1989 Questioning The Future Profession, London: RICS.

71

20. Simiyu, G (2011): A study of the effectiveness of the various professional associations of

the QS in Kenya: UON

21. Vee, C. and Skitmore, R.M. (2003) Professional Ethics in the Construction Industry,

Engineering Construction and Architectural Management 10(2) pages 117-127

22. Yakub A (2005) Keynote address. Quantity Surveyors‘ (Biennial) Convention on

Sustaining the Profession - Towards Diversification. University of Malaya, Malaysia

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APPENDIX A

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APPENDIX B

The following questionnaire is part of a research on ―An investigation into the need of

performance contracting of professionals in the public sector. A case study of the QS in the

ministry of public works‖. It is administered strictly for academic research work and is

submitted by Mukere Alex Muchiri as part of my partial fulfillment of a degree in Bachelor in

Quantity Surveying. Your informed responses will go a great deal in accomplishing this and your

contribution is highly appreciated.

PART 1

1. What is your position in the Quantities and contracts department?

Chief QS

Superintendent QS

2. What is your level of qualification?

Post graduate

Graduate

Higher diploma

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Ordinary diploma

3. What is your level of experience in the construction industry in a professional capacity?

0-5 years

6-10 years

11-15 years

16 and above

4. How long have you worked in the public sector of the construction industry?

0-5 years

6-10 years

11-15 years

16 and above

5. Are you registered with a professional association e.g. IQSK?

Yes

No

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6. How long have you a member of any of the above bodies?

0-5 years

6-10 years

11-15 years

16 and above

7. What is your level of membership in the above bodies?

Honorary

Fellow

Corporate

Graduate

8. Has membership of the above bodies added any value to the performance of your duties?

Yes

No

9. Where did you acquire your undergraduate training? State the specific University

Abroad

Locally

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10. A graduate QS is well equipped on matters pertaining the QS profession and can perform

all QS services comprehensively and effectively.

Strongly Disagree

Disagree

Neutral

Agree

Strongly Agree

11. The University course should be structured in a way that the graduate does not need further

practical training to ensure his effectiveness in the rendering of his/her services.

Strongly Disagree

Disagree

Neutral

Agree

Strongly Agree

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12. (a) Have you taken part in any CPD programs

Yes

No

(b) If yes, rank the effectiveness in developing your professional skills?

Poor

Fair

Average

Good

Very good

13. A qualified registered professional should be supervised by signing a performance

contract?

Strongly disagree

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Disagree

Neutral

Agree

Strongly agree

14. Of the many services of a QS, which of these do you think need supervision from

experience?

Preparing cost plans

Preparing Bills of quantities

During the tendering process

Preparing interim valuations

Preparing financial appraisals

Preparing variation orders

Preparing final accounts

Preparing schedule of condition and dilapidation

Preparing of materials schedule

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Building up of rates

15. (a) Have you signed a performance contract with the Chief QS?

Yes

No

16. With respect to your experiences in the industry as a professional, please

indicate the extent to which you agree or disagree with the following statements:

SD = Strongly Disagree

D = Disagree

N = Neutral

A = Agree

SA = Strongly Agree

Performance evaluation is an effective way to

develop the competence of a professional.

SD D N A SA

Supervisors should discuss every aspect of the SD D N A SA

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performance evaluation with the professionals

Most performance evaluations are usually

subjective.

SD D N A SA

Professionals want the boss to tell them when

they are not doing well.

SD D N A SA

17. Unethical behaviors usually negate the performance of QSs in the ministry. These unethical

behaviors may not be highlighted by performance contracting. List some of the unethical

behaviors you have encountered.