Re work

Project management encompasses the planning, execution, monitoring, controlling and closing of projects for delivery of a project within time, budget and brief. Their role is therefore fundamental as they influence most players by the different decisions that they make. Their intake in the organization and motivation of teams ensures that they develop clear and straightforward plans that compel the teams to reach their potential (Hughes & Murdoch, 2001). Besides, they have a role in the control of time management through setting realistic deadlines and ensuring that people are inclined towards meeting the different time limits within which the project was supposed to be actualized (Hamed, 2020). Additionally, they strive toward meeting customer satisfaction which is done via the involvement of different players to minimize the possibility of uncertainties or surprises, which may compromise the ability of a client to feel less comfortable (Syal & Duah, n.d). Besides, there has a role in the monitoring of progress in which project management ensures that all the plans are being actualized as per the schedule (Wilkinson, 2001). In this regard, project managers have an extensive role in determining the success of a project and thus require the adoption of processes that would facilitate seamless flaws in the process.

What is TQM

Total quality management (TQM), on the other hand, is a continual process often undertaken by companies to improve the activities within the overall supply chain (Kaur et al., 2019). The major aim is to detect, reduce and eliminate errors while ensuring that the consumer experience is improved and employees are discharging their mandate smoothly. TQM ensures that more focus is directed toward the activities and tasks that are directly proportional to the desired level of excellence within the business and its operations (Sharma & Modgil, 2019). As TQM plays a key role in encouraging performance, its application in the construction industry is more comprehensive, helping in the development of products and definition of the process necessary for streamlining the activities in the construction sector (Barone 2021) (Egwunatum et al., 2021). TQM in construction can be applied in different sectors, including customer orientation, meeting training demands, shift in organizational culture, continual enhancement, engaging of employees and improving the methods and equipment (Likita et al., 2018) (Barone, 2021). TQM as a philosophy ensures that everybody is engaged towards achieving the pleasures of the customers, which is why its application in construction has surmountable potential benefits. Besides, sustainable performance is important for competitive advantage and relevance amidst the changes in the construction industry, which explain why it is of great essence.

Main challenges in the construction sector

The construction industry is always susceptible to delays as the biggest impediment which compromises the ability to meet its overall objective in translating positively towards the economy of the parent countries. Some of the causes of delay include problems with the sub-contractors, inadequate experience from the contractor, poor site management shortage in materials and labour supply, lack of communication between parties, mistakes during the construction stage and failure of equipment (Ogunde et al., 2017) (Shahsavand et al., 2018). Besides, failure in some quotas s accorded to partial payments during construction and failure to utilize professionals in the construction industry (Shahrabi & Mohammadi, 2013). These challenges are all seen as limitations that stem from the failure of the project management departments to have the necessary controls to limit such occurrences. In this regard, the use of total quality management will be of significance in determining the best methods or processes that have the maximum possible benefits while setting controls which would safeguard against these occurrences. TQM ensures that resources for the different segments of construction are availed and utilized on time, setting aside money for miscellaneous, thus promoting a more effective supply chain (Alawag et al., 2020). The adoption of TQM, therefore, takes a look at different segments of a project, determining the possible routes for failure, which is then used to minimize risks.

Delay is one of the most significant problems that construction managers have to deal which translates to harm to other products and slows down the general economy (Habibi & Kermanshachi, 2018). Besides, the construction industry lags behind in terms of the acquisition and implementation of modern technology. Similarly, complaints by workers in the construction sector based on the flaws in the channels in place for the dissemination of information, thus poor coordination between the different market segments also add to the problems. There are also poor structures in hazard management which then compromises the budget compromising the overall requirement to have a well-functioning construction sector. In this regard, adoptions of TQM are of essence for the detection of the possible pathways for errors coming up with necessary controls to safeguard against these challenges by creating a buffer that would limit their chances of occurring.

Assessment of the adoption of Total Quality Management in construction project management

1. To ensure quality improvement in the culture of the people.

2. To ensure that the construction process is oriented to the consumer's needs.

3. To meet the different training demands

4. To promote continual enhancement.

5. To engage the employees.

6. To improve the methods and equipment in use

1. How does TQM promote improvement in people’s culture?

2. What is the role of TQM in orienting the construction process to the needs of the people?

3. How does TQM ensure the meeting of training demands?

4. How is continual enhancement done via TQM?

5. How does the adoption of TQM enhance the engagement of employees?

6. How does TQM adoption enhance improvement in methods and equipment?

Efficiency in the construction industry remains an important consideration by the different construction managers, but there still remain some flaws caused seen in the delays witnessed. Therefore, this study will be useful in determining the different applications of TQM and how this would be useful in improving the efficiency much needed by the project managers as a tool for spearheading positive outcomes in the overall construction processes.

The project will aim at fulfilling the different objectives at different time intervals. It should be noted that implementation of TQM takes time and its benefits may be long term thus has to take a considerable time before the overall objectives can be met

The rationale of this chapter is to focus on previous research that has been done to provide useful insights for understanding the application of total quality management. Particularly, this chapter did explore the appropriate information that past researchers did to help in narrowing the research and methodologies to clearly define the study needs. Besides, this literature provided useful insights into the issue under study, helping to gain useful theoretical perspectives on the study topic. Therefore, the literature did explore the various areas of applying TQM and how different sectors have always benefited from the application of this concept, thus deriving how it would be used in the construction industry.

Farooq et al. (2007), while focusing on the application of TQM in the education sector, found that TQM is instrumental in the generation of reliability and perfection of merchandise so that the system has the capability of fulfilling the salient needs of society (Farooq et al., 2007). Besides, it comes with the adoption of innovative ideas, which involves participation and new methods that initiate problem-solving skills. He further adds that TQM aids in the institution of training, which results from the development of a mechanism for enabling continuous training needed for the members of the faculty. Besides, there is the development of an everlasting ad persistent system for production and services, which ensures that more research is done and the best idea and strategies evaluated and adopted accordingly (Waks &Frank, 1999). Maximization of teamwork in education was also a TQM factor though the development of a sense of corporation is much needed for the overall attainment of objectives. Therefore, the researchers concluded that the adoption of TQM was aimed at giving results in the field of education with the aspect of never-ending improvement done to promote customer satisfaction, similar to what the construction sector will require.

Total quality management has been applied in several fields, which can always be used to translate into a positive option for the construction process. Mitreva et al. (2016), while focusing on the application of TQM in the Macedonia Railway transport, found that the TQM system was built on the pillars of standardization where there is the definition of standard operating procedures for the different activities and procedures based on the obligation and responsibilities bestowed on each person (Mitreva et al., 2016). This is always aimed at unifying the quality of work for all the participants responsible for undertaking the different elements of a process. Besides, the creation of such standards is based on expert knowledge of the experiences of the people and their ability to streamline the processes utilized by the firm. Besides, there is the element of quality management which is engaged by involving the human resource integrating the knowledge in terms of cost reduction and attainment of the necessary level of service quality by incorporating proactive internal and external channels of communication (Hashmi, n.d). Adoption of TQM focused on six different pillars working environment, materials, employees, technology, use of different methods and time (Syed et al., 2016). The analysis of the cost quality proved as a way of minimizing the possible losses reducing them to as minimum as possible. They conclude that the application of TQM has a feedback mechanism which makes it a useful tool for continuous improvement that construction managers can utilize in managing their internal processes.

Mary Pratt (n,d), while addressing TQM, found that TQM is based on a belief that organizations can always build long-term success by having workers at all levels improve on quality and ensure customer satisfaction (Pratt, n.d). TQM requires that there is constantly measuring and measuring of the performance based on data as a key way of improving the performance. Besides, all the employees at all levels are accorded an opportunity in the whole process so that all segments can be part of the improvement. Besides, TQM ensures that wastages are minimized and thus is instrumental in streamlining the different segments of construction in which delays are sometimes caused by wastage in materials. Therefore, TQM prepares people to uphold a culture which creates long-term success for the future benefits of the company. TQM results in the achievement of fewer defects in product design, satisfied customers, lower cost and well-defined cultural values.

2: The main objectives of TQM important in construction.

Ghazzawi et al. (2016), while focusing on the application of TQM in e-commerce, found that it is used in the accomplishment of quality objectives. This is actualized via the use of high-quality technology, high-quality supplemental services, quality security methods and a high-quality environment (Ghazzawi et al., 2016). These elements can always be used by the construction sector to safeguard the efficacy of their processes. Parshuram & Oswal also while addressing the application of TQM in solving ecommerce challenges based on the building blocks of TQM in which commitment is supposed to be acting in line with the customer’s needs, focusing on zero defect effect, involvement of all enterprise participants, and measurement of the value added (Parshuram &Oswal, 2014). Achievement of this will require simplification of operations, reductions in lead times, elimination of unnecessary wastage and seeking fruitful and practical solutions. They also focus on performance measures which include a reduction in the delivery of defects, limiting complaints from customers, delays in attending to the requirements of customers and inefficiency in set standards based on conformities. Therefore, the satisfaction levels of employees are the key element that has to be accorded value, particularly for the service industry, which may include the construction industry.

Busu et al. (2019), while assessing the application of TQM in the management of the enterprise in the renewable energy sector, found that quality management has a direct and strong impact on the performance of enterprises. It adds that the TQM method involves a conscious and qualitative involvement where managers establish precise and measurable targets meeting the needs of the consumers and the required performance of organizations (Busu et al., 2019). Moreover, there is the regular reporting of errors, adaptation to continuous needs of the market and improvement in managerial processes through supervision and inspection. TQM also involves an increase in management performance which require integrated operational competencies, knowledge and competency, company social responsibility, motivated workforce and integrated operational management (Shushma, 2004). The construction industry requires these pillars as a way of increasing the performance of the respective organizations.

Adana (2016), while assessing the application of TQM in the Turkish construction industry, found that it is specific to each project, variation in the labour force and effects of various parameters such as formal regulations. The Turkish industry perceives quality as customer satisfaction which is the greatest benefit that the construction industry can always attain by utilizing the TQM. This involves the appraisal of conformance, setting of standards, planning for improvements and acting when necessary (Shoshan, 2016). In particular, there is a focus on quality control which is defined as the operational techniques and activities which are geared towards fulfilling quality requirements in a construction (Bakar et al., 2011). There is also a focus on quality planning which involves the identification of customers and determination of process controls which promote the meeting of standards that actualize the needs of such target groups. Besides, Sherif (2010), while assessing the use of TQM in Libyan project management, found that independence in the construction process is of the essence as it inculcates the desire by the different project teams to take the necessary responsibility for reshaping the thinking of the employees to focus on the customer (Sheriff, 2010).

In construction, the client is responsible for defining the needs; thus, the product service should always be geared towards bearing the stated and implied needs of the clients. He further adds that the adoption of TQM is intended to solve the quality problems so that the building can meet the intended design life. He defines quality in different aspects, including conformity to requirements, fitness to use and getting the job done on time. An assessment of the TQM n construction project in Jordan by Yahya &Alabdullah (2022) found that legislation that promotes the inculcation of quality management at all levels of construction is of importance in construction projects (Yahya &Alabdullah, 2022). Besides, it establishes that the use of TQM ensures continuous improvement resource management much needed for dealing with the ensuing issues that continue to affect the construction industry to the very date.

Alawag et al. (2021) found that TQM helps in the achievement of customer care that recognizes the different commercial endeavours for a better payoff thus will ensure competitiveness in the construction industry (Alawag et al., 2021). It also has a significant influence on internal procedures and products, thus useful in enhancing operative performance as well as continuous enhancement to ensure customers' needs (Harrington et al., 2012). Consequently, TQM can be used as a management approach based on the participation of members. The capacity of a TQM to generate wealth will depend on the capacity to encourage the creation and develop efficacy in the use of specific knowledge at different levels (Alkhazali et al.,2019). In this regard, adoption of this aspect gives the firm’s ability to manage the specific streams in the flow of knowledge and use the same in enhancing the generation of wealth.

Jamali further describes the different ways in which TQM can be implemented in project management unique to the construction industry. It will ensure that there is clarity in the vision, values and missions of a company which would help define the priorities that are required by a construction firm. The design manuals required and the software that aligns with the technology in question will be better assessed to come up with what works for the consumers in the market (Jamali, 2020). Besides, there will be a concise definition of the success factors, which makes the construction managers focus more on construction elements that help meet the objectives (Aljawder & Al-Karaghouli, 2022). Besides, there is the creation of a customized survey for each group which will help obtain the data crucial for understanding the perception of the customers and employees, useful for determination of how to make their culture match the ambitions of the company (Arditi & Gunaydin, 1997). Besides, TQM assesses the use of technology to incorporate that one which is user-friendly and can target the improvements envisaged by the company management.

Garcia-Bernal (2014) further adds that the adoption of TQM is mostly beneficial in firms that have identified the flaws in their internal process with the right size to initiate change. It ensures that top-quality management is initiated to streamline the processes (Garcia-Bernal, 2014). Alawar et al. further add that the construction industry is gearing its efforts toward forming a sustainable construction procedure and TQM is well positioned to use the quality assurance programs to enhance competitive degrees in quality execution (Shoshan & ÇELİK,2018). This means that a massive organizational setting change is of the essence so that tactical priorities, culture and principles can take centre stage for execution in the organization.

Sherif (2010) found that most of the issues that affect the construction industry require the input of groups, individuals and organizations. Therefore, finding a baseline for the enhancement of communication among the different groups and teams may be difficult as the communication deficit tends to compromise coordination and corporation (Sheriff, 2010). Besides, there is a lack of support from top management, which may compromise the ability of other teams to follow. The process of producing quality work has to begin with the involvement and the commitment of leadership to bring about a change in culture and define the goals and values while providing the necessary resources for the operation of quality management frameworks.

Polat et al. (2011) further add that the difficulties in the mapping of processes and standardization of procedures have been a factor in compromising a full-scale adoption of TQM among the required groups. Besides, there is the difficulty in the utilization of quality control techniques as this is always difficult for most construction processes which are always unique and non-repetitive, thus difficult to come up with a standardized way of carrying out projects (Polat et al., 2011). Construction projects differ in scale, ease of implementation, as well as the dynamics of the problems faced; thus, coming up with a defined way of undertaking a project may not work for innovative projects which have never been implemented anywhere. Besides, there is a lack of expertise on TQM and the unqualified workforce in most construction industries, especially in developing countries which makes it nearly impossible for a more thorough implementation. Finally, there is the high cost of developing a quality management system which stands out as the main barrier to extensive application.

McCollough & Benson (1993) also explain that bad attitudes contribute immensely to the difficulty in implementation. The construction industry is highly competitive, with poor management practices and a lack of high expectations. These attitudes make people less bothered to inculcate the fundamentals of TQM as it makes people less concerned with taking personal responsibility and keeping the customers in mind. Besides, there is the aspect of poor plans and specifications as many engineers and architects are responding to competition by a reduction in focus on the planning phase. TQM requires that more time is allotted to the planning phase as this will have an overall improvement in the quality of construction thereafter (McCollough & Benson,1993). However, with poor designs becoming the norm, the projects are always taking longer time than expected while accruing more resources, a factor that makes the utilization of TQM almost impossible. The third factor is the competitiveness of the market, which makes the players lower the quality standards to the lowest levels to save the costs required of the clients. Construction firms are always rooted in promoting profitability and are always reluctant to incorporate TQM in their processes as a way of responding to low-quality needs that benefit them in the construction market.

The criticisms are the major reasons for the limited adoption of TQM in the construction process, which should always be promptly addressed to enhance adoption. The main criticism is the use of the term quality, which means different things to different people. Besides, the changes proposed by TQM are so ambitious and involve significant alterations in the way construction approaches are undertaken, which cannot be the case. Besides, the realism of the changes is subject to discussion and thus is taken as mere utopian thinking than having the ability to be employed in a construction project (Sheriff, 2010). Besides, critics argue that the implementation of TQM has to take place over a time period as management concepts regarding quality have been evolving over time. This means that coming up with a standard procedure is seen as not being realistic.

Besides, TQM requires a change in various aspects of construction from training, change in culture, provision of resources and development of communication, all of which are both expensive and take time to fully actualize. Based on these requirements, it seems almost impossible to undertake the implementation of TQM in totality. In this regard, it is impossible to define the changes and ensure their implementation is undertaken extensively. Therefore, TQM aims at adds sing different objectives faced by a construction relating to quality, but it may be difficult to extensively address the different elements within a defined time frame.

This chapter focuses on the various aspects of total quality management and how the construction industry is to warrant its application. Additionally, it describes the various methods of data collection and the materials used in generating information for the study. This will then provide an understanding of how the construction industry can benefit from incorporating the various aspects of TQM. Moreover, there is a justification for each choice of research mentioned, whose role is to ensure that the research design has the necessary support. This section will be divided into two sections, the first being the theoretical framework followed by the methods used to collect data for the study.

The European foundation quality (EFQM) model will provide a baseline for the conduction of this research. This model is based on nine criteria, with five being the enablers and four being the results as a way of attribution to the application of TQM. Enables contribute to the results, which help a generation of feedback used to improve enablers. The EFQM model is built on the idea that the satisfaction of people and customers and their impact on society is associated with good leadership, people management, and resources (Oluwatoyin et al., 2008). This is similar to the TQM, which has demonstrable benefits provided the right culture, training, employee engagement, enhancement, and use of the right equipment and methods.

· Leadership is the primary driver of a business, ensuring that the business objectives are always met. It also focuses on the role of top management in driving quality as a marker for continuous development.

· Management of people- This is based on a company's ability to rely on its employees' expertise in the continuous improvement of its business. This will always cover training, evaluation, effective human resource development, recognition, rewards, and empowerment, ensuring that people develop in terms of skill, effort, and time.

· Strategy and policy-this are the determination of how the policy of the firm is a reflection of total quality and how this will be implemented in determining strategies for improvement. This requires that service quality and policy needs are aligned with quality performance needs (García-Bernal & García-Casarejos, 2012).

· Human resources and partnerships- this requires that the company resources are used in supporting quality initiatives. This also requires that mutually beneficial relationships are entered to support quality (Oluwatoyin et al., 2008).

· Process- this is pegged on efficiency in the management of processes so that there is an achievement of value. Production, in particular, are to be designed to meet the organization's quality strategy.

· Employee results- require adequate surveys of people using briefings and schemes for the suggestion to assess their productivity.

· Customer results- requires the use of surveys and interviews to determine the perception of customers regarding a service or product from the target company.

· Key performance results- assesses the achievement of a company concerning the planned businesses, and this will ensure that the quality projections of the business are met.

Research design is the planning involved in the determination of the way research is supposed to be carried out. It includes an arrangement of conditions for the collection and analysis of data in such a way as to combine the relevance with the purpose of the research (Kennedy-Clark, 2013). This was implemented via descriptive survey design, which involves the definition and analysis of the issue as at its current state. Descriptive research involves the collection of data on specific issues and determining the linkages between the information and phenomenon on the ground. This research will achieve this through a systematic literature review, surveys and questionnaires, and observational studies, which will provide much-needed data on how project managers can use total quality management in the construction industry.

This is the first step utilized in generating information for the study and involves identification, collation, and systematic summarization of data from empirical studies on previous research. This will build on the descriptions and results from previous journals in applying total quality management, which has been taken from various industrial settings in different countries. The journals collected contain information linking the TQM to various maintenance and continuous quality improvements in project management for the construction sector (Susmita, 2021). The choice to focus on the construction industry was pegged on the importance of various infrastructures such as buildings, roads, and bridges, where quality is essential in the satisfaction of the needs of the public (Aghimien et al., 2019). Therefore, previous literature on the successful implementation of TQM in various countries will be essential in determining the parameters that were considered in doing such projects a success and how they contributed to the element of quality needed in research.

The research, therefore, involved conducting primary research with predefined keywords applicable in the determination of more than 30 papers that have done extensive research on the same. These keywords were explicitly designed to ensure that relevant articles were selected to match the applications of TQM (Permana et al., 2021). Besides, there will be a review of the papers whose rationale would be to ensure that the appropriate papers are used for the research. The classification of the articles will also be done based on the research in question so that the relevant search objectives are met with the appropriate secondary data. Finally, there will be a summary of the reviews, and a conclusion will be based on the stipulated findings of the research (Ahmed & Azhar, 2006). The collected journals are then classified in a tabular form and presented in the discussion section. This data will provide the necessary information on the various areas where TQM is necessary.

The survey was used as a tool in the quantification of data from the various participants in the construction industry responsible for the delivery of quality projects within a selected study area. An area will be selected for the study, and a group of people selected from civil engineering contracting firms, public works departments, and consulting firms. These people have a vast knowledge of how the construction sector would adequately incorporate the concept of TQM (Aghimien et al., 2019). Questionnaires will be used in this regard as they can cover a large group of respondents within a short time. This means that these people can always be reached and an appropriate question posed to them. Open-ended questions will mainly be used as this will provide the interviewees with an opportunity to elaborate and provide as many responses as possible (Bhandari, 2021). The reliability degree of the questionnaires was also analyzed using Cronbach's alpha test, which gave a value that affirmed the reliability of the values found. Analysis of the data gathered also involved assessment of the respondents' background information using percentages and the mean Item score used in the ranking of the identified TQM practices in a descending manner, taking into account the possible improvements that are required for the same.

The primary information generated from the questionnaires was related to the knowledge of the contractors regarding TQM, perception of quality following the implementation of TQM, quality control measures, methods of data acquisition, TQM training provided to the employees, and the main obstacles reported in the implementation of the TQM in their processes. Besides, the questionnaires were designed to cover a host of issues as stipulated in the TQM practice (NEF Consulting, n.d.). One such element was poor planning which encompassed labor, equipment, material, time, and money. The other was a lack of attention to clients' priorities, which covered control, people, coordination, and supervision. Poor scheduling was also asked, and it covered the elements of site conditions, design, construction, and network models necessary to advance the process. Finally, there was an analysis of poor delivery, which focused on methods used, documents used in procurement, suppliers, and scheduler (Malek, 2016). Assessment of these issues provided information on the workings of the TQM in the construction sector and how it can be modeled to align with the needs of project managers focusing on standard practice.

This played a crucial role in determining the appropriate resources needed for addressing the main objectives. This was used in determining the most viable participants in the study, ensuring that those with the right experience and knowledge base were included (Nikolopoulou, 2022). Mainly, those with a considerable degree of knowledge on the applications of TQM or those that have experienced, therefore, were the center of attention as they provided detailed information. Besides, this technique was used to determine the study area and the engineering projects that either used TQM or continued to use it in their processes. These projects are part of the inclusion criteria as they contain first-hand information regarding the variables in TQM. This did help in identifying the main challenges it faces, the main opportunities available in the sector that would make it easy for integration, and the benefits that accrue because of its availability. Finally, this criterion was used to determine the resources needed to support the structured literature review (Garg, 2016). Here, keywords were used, and this provided a range of articles where the abstract was able to provide the suitability of the articles to the issue in discussion. The technique was then used in sieving and making choices on that article that are directly related to the key research objectives. Therefore, this technique was fundamental in ensuring that resources and personnel with a high propensity for value were used in the research.

This was used mainly in projects that utilized the total quality management aspect. A cohort study of the group determined the characteristics and the quality performance of firms that utilized TQM in their practice. This was useful in determining the inherent challenges associated with the implementation of TQM as well as the effectiveness seen with the incorporation of this model. Besides, the cohort study did present some of the elements of TQM adoption and how they had been used in an actual project management application (Song & Chung, 2010). This did enable and concise assessment of the management techniques, training models, culture changes, and the increased responsibilities which came with the implementation of TQM. An observational study helped use case studies that gave an overview of how this model can work in a project management setup.

Once the data collection exercise was completed, there was an assembling, summarizing, and entering into the computer. All the responses are taken from the different participants on their views on TQM. The respondents' demographic information was then analyzed using frequency distribution regarding culture change, training needs, consumer needs, engagement of employees, continual enhancement, and application of new methods and materials (Calzon, 2022). The results were then presented in a table giving an overview of how TQM could find application. Therefore, this allowed for the exploration of the different variables for the study, drawing a similarity on how these options differ.

The researcher did assure the respondents of the confidentiality of their information, particularly the contractors. Besides, the researcher committed individual responsibility for all the activities undertaken and assured the respondents of information safety from any unlawful use. Besides, the researcher did engage the respondent on the right to accept or accept participation in the questionnaire without any form of coercion; thus, the participation was carried out voluntarily (Marianna, 2011). Honesty was also a factor in carrying out the questionnaire, as it was carried out openly without any ill motive or exploitation of the respondents. Finally, academic integrity was given prominence in carrying out a structured literature review, ensuring that the authors of the selected articles were accorded the necessary recognition for their work. The research was keener on ensuring that the information was cited with the appropriate authors' names to ensure that plagiarism, which amounts to academic integrity, does not occur during the research.

An in-depth review of about 20 papers was conducted, and the articles were numbered based on the research objectives. The keywords used during the research did generate appropriate literature, which was organized into six categories: Role of TQM in culture change, TQM and improved customer relationships, training demands to align with TQM needs, continual enhancement process and methods for project management, the role of TQM in the engagement of employees and role of TQM in improving methods and equipment.

4.0. RESULTS

The adoption of TQM did have a positive impact on the organizational culture toward meeting the various needs of the customer base. Eniola et al (2019) found that reliance on organizational culture (OC) is one of the most valuable factors dictating the implementation and enhanced performance of TQM. It encompasses the beliefs, values, practices, and assumptions which are able to guide the members on the day-to-day activities resonating with standard practice for improved performance (Eniola et al.,2019). Therefore, this article demonstrates that incorporating an OC oriented towards improving performance aids in the overall adoption of TQM required for any construction management need. Yong & Pheng (2008) also determined that an understanding of OC is important in changing the underlying values of the people so that quality becomes the stage of the mind for most organizational members (Yong & Pheng, 2008). Further, they regard it as a reflection of the prevailing ideology that people carry, a sense of responsibility, and unspoken guidelines that dictate how an organization enhances the stability of social systems. Gorondutse (2021), on the same note, asserts that an awareness of culture within the organization is important to include the values, beliefs, and motivators of the people towards having a more directed workforce towards the attainment of the agenda of quality (Gorondutse (2021).

Finally, Jancikova & Brychta (2009) determined that adopting TQM requires changes towards shared assumptions, understanding, and frames of reference, which influence employees' beliefs about work. Therefore, the role of culture in adopting TQM determines that employees are always supposed to have the right cultural orientation, which makes them align their activities towards the sustenance of quality (Jancikova & Brychta,2009). In this regard, the article determines that the construction project managers who are committed to adopting TQM in their processes will require possession of cultures that effectively deal with the changes associated with adopting the surrounding environment and responding to the internal needs of a given business. Therefore, as TQM is fully oriented towards performance, fulfilling its principles is critical through enabling a culture that aligns with quality needs as a contributor to success.

Survey questions were modeled to ask the stakeholders in construction how they ensure that the needs of the consumers are catered for in line with the application of the TQM. Two questions were asked in response to the needs for this analysis,

a. Does the top management have robust communication with the subordinate on the importance of meeting the customers' requirements?

b. How has adopting TQM resulted in the appreciation of the client's needs while coming up with designs and specifications in the industry?

c. Does the top management lead in setting top-quality policies by relying on the needs of the customers?

Of the 15 respondents involved in this process, twelve answered yes to the above questions, which translates to 80%. This suggests that the top management often considers meeting customer requirements in various processes. This establishes that most constructors often work with architects and engineers, ensuring that the design is structurally suitable and consistent with the client's needs.

Assessment of various articles also found that adopting TQM requires adherence to the customers' needs. In their article, Sweis et al. (2019) determined that customer focus is one key objective of TQM, requiring that a business venture meets current and latent needs by offering quality services. This, therefore, requires that adequate and continuous communication between an organization and consumers is recommended to ensure that the process continuously meets the changing demands of the consumers. Application of TQM, therefore, positions an organization towards having a competitive advantage as the customers are always assured that their needs are met sufficiently. Arditi &Gunaydin (1997) found that TQM implementation works towards meeting the owner's requirements to meet the functional adequacy of completing a given project within the stipulated time, budget, cycle cost, and maintenance. Besides, they focus on meeting the specifications and contract plans as provided by the contractor and allowing a timely decision by owners. Kulkarni (2004) also stated that customer requirements change, so it is essential that TQM ensures customer feedback and enhances product improvement over time. Finally, the Lucid chart determined that understanding the customers' wants puts one to understanding the required materials, people, and processes.

The survey questions asked the contractors about the required training demands before implementing TQM. Three questions week asked in response to the training demands, including;

a. Has the management taken training as a priority before the implementation of TQM?

b. What training modules do you consider for your workforce in responding to the TQM needs?

c. What training inadequacies are required in the construction industry to meet the demands of TQM

Of the fifteen people involved in the interview, ten explained that their employees are continuously subjected to some level of training, thus amounting to 67% affirming the role of training for the intake of TQM in construction. Most responses asserted that the training required was related to the culture of an organization, customer service, client-oriented designs, and the use of software to ease workflow. Besides, the training inadequacies found included a mismatch with the underlying organizational culture, poor use of new products and technologies, and poor client engagement.

From the literature assessment, Sweis et al. 2019 found that adopting TQM requires continuous training and development as this has quality management implications that are initiated and consistent with the requirements of a firm. They consider training a bigger plan for the employees to shift their views, thus changing how the company operates. Similarly, Jalali &Aghaei (2008) determined that TQM training focuses on communication techniques, variability, human resources productivity, teamwork, the morale for participation, attitudes, and customers. They further focus on employees' organizational culture and behavioral patterns as elements that the organization wanted to see changed before TQM was adopted. Hasan (2021), in assessing the importance of training for TQM, found that this promotes the acquisition of competitive advantage, adapts to the changes in the construction market conditions, reduction in cost and enhancement management of costs, improves profitability, and increases the satisfaction and focus on customers (Hasan, 2021). Syed (2008), on the same note, stated that motivation is an intrinsic aspect of TQM and is associated with the decision-making criteria by employees, which means more responsibility and skill base, which can only be enabled by training (Syed, 2008). In this regard, training is fundamental in providing the right skills to help TQM meet its objectives for the construction industry, which require a skilled team. Arghaei &Jalali (2015) further stated that TQM requires the reinforcement of substitute behaviors to establish effective relations with colleagues and clients necessary for meeting their salient needs (Arghaei &Jalali, 2015). Ideally, the articles identified that training is a fundamental aspect of TQM as it allows for incorporating values, virtues, and skills that align with the organizational cultures and plans, thus meeting the performance needs to be required by project managers.

Three questions were asked in this regard for each respondent to determine their view on continual enhancement in adopting TQM by the top management. The answer of ‘yes’ reflected the importance of continuous enhancement, while 'no' was the contrary. The questions were:

1. Does your top management consider continual development as a culture instilled in the organizational activities?

2. Are there options for training and studies which keep track of the continual development needed?

3. Does your top management conduct reviews base on the levels of continual development?

Of the three questions, all 15 respondents answered 'yes,' which is 100% of the respondents. This feedback means that more companies that had adopted TQM were more aligned toward enhancing continual growth.

Lucid Content Team (2019) determined that complete satisfaction of the customers and attaining optimal efficiency. An assessment of the articles also determined that continual enhancement was essential to adopting TQM. An assessment by Greycampus (n.d) determined that continual enhancement is the process of boosting knowledge, reacting to changes in the market, fixing roadblocks, and identification of opportunities that work towards promoting growth (Greycampus, n.d). Therefore, implementing TQM will require implementing policies, products, processes, and improved systems for different goals, teams, and departments (Lucid Content Team, 2019). Besides, these require that employees be encouraged to participate in training sessions for taking on new and additional roles. Finally, TQM requires recognition, acknowledgment, and encouragement of innovation to improve processes and development. This also means quick recognition of the operations' bottlenecks and working on them on time.

Besides, continual enhancement is critical in motivating people to take up new challenges and meet measurable objectives for project management's betterment. Alqahtani et al. (2014) determined that continuous improvement is required in the improvement, maintenance, and attainment of standards, ensuring that the construction process is managed, developing an excellent team, and developing a systematic measurement focus (Alqahtani et al., 2014). On the same note, Ibrahim (2013) stated the importance of using the EFQM model which follows that continuous enhancement is required to enable the organization to identify its strengths and weaknesses and benchmark with other organizations to develop ideas for improvement (Ibrahim, 2013). Besides, continual improvement of personal abilities is essential in determining what training and skills the construction workforce requires to meet operational demands. Jiroplura (2000) determined that top management must provide evidence of commitment to the continual development and implementation of quality management systems that would promote continuous improvement (Jiroplura, 2000). It further focuses on the VW model of continuous improvement, which bases on process control, proactive improvement, and reactive improvement as ways to enhance the solution to an identified problem. Finally, ASQ (n.d) determined that continual enhancement in TQM is required to always keep in touch with the changes in processes and systems so that there is the manipulation of activities to find the creative ways required in meeting the various expectations of clients in the construction industry.

Various articles provided the significance of engaging employees in the adoption of TQM. Sweis et al. (2019) determined that allowing employees to participate in decision-making is a reflection of a change in culture to align with the demands of TQM (Sweis et al., 2019). They further add that engaged employees are always motivated to work to achieve the organization's objectives (Permana et al., 2021). This also results in the improvement of the application of innovative ideas, which ensures that we meet the needs of the customers and attain the total quality needs required in the application of TQM. Admin (2022) stated that one of the best practices in the adoption of TQM is recognition and rewards here outstanding performance by employees ought some form of the award through special recognition (Admin, 2022). Gure, (2016) in analyzing the principles of TQM considered employee empowerment as being crucial and enabled via measurement ad recognition of performance, use of excellence teams, suggestion schemes, and training opportunities (Gure, 2016). Aghimien et al. (2004), in assessing the adoption of TQM in the South African construction industry, surveyed to ascertain the various requirements that must be met before successful implementation, which was enumerated in the following table (Aghimien et al. .2004).

This suggests that employee relations are ranked 4th, which is a fundamental element of adopting TQM.

The policy of recognition and reward includes salary increases, promotions, bonuses, non-monetary rewards, and public recognition (Chin-Keng & Rahman, 2011).

A survey by Seed &Hassan assessing the Yemen construction industry revealed that reward and recognition positively affected employee satisfaction (Seed &Hassan). Therefore, empowerment and involvement should be integrated into the TQM adoption agenda.

Survey work revealed that adopting TQM in the construction industry would require utilizing new methods and materials consistent with the benefits required of TQM. The survey questions on this subject matter focused on three questions which were:

1. Are there methods you incorporated to meet the TQM requirements?

2. Are there technological needs? What new equipment does the construction industry require to meet an organization

3. TQM adoption needs?

The interviews revealed the need for new machinery with enhanced capabilities to ensure that various design needs are met with increased efficiency. Besides, changes in the managerial process and operations systems are essential to change the culture to align with TQM elements. Finally, technology is also a factor identified as it is supposed to boost the processes in construction.

This study found that the adoption of TQM in construction project management requires based on six parameters that have to be considered in making progress for a construction. Most are related to the commitment by management boosts on TQM, which will later translate to solid performance potential for the target industrial sector. This research-based was significantly on a structural literature review where articles from previous sources were used as the primary source of information for adoption needs; thus, it was consistent with the provision of most articles. The articles have proven that organizational culture is essential in shifting the behavior and value system of the people towards aligning with processes that improve processes and take customers' views and requirements as fundamental. Therefore, it is determined that adopting TQM requires a culture change where all the participants have to model their behavior and systems to respond to the agenda of management, which promotes change.

The top leadership uses the organizational culture to establish standards and enhance staff engagement to achieve better quality goals and success for the firm. Our study also illustrated the importance of orienting the construction to the client's needs associated with the project's performance when adopting TQM. The rationale of a business is always to meet the client's specific needs; thus, considering their needs is of the essence in choosing the best personnel, processes, and products that would work toward consumer satisfaction. The client's needs will help define clear goals and objectives that ensure improved performance from the high receptiveness of the people. This is consistent with previous studies that have determined that meeting the changing needs of consumers resulted in a remarkable performance. Our study also illustrated the role of training as a positive way of preparing employees to be involved, encouraged, and participate in practices that impact their project performance. The study found that employee training, involvement, and participation are some significant markers of project performance in the construction sector. The current study has verified this assertion demonstrated by different articles, which determined that employees who undergo training consistent with the new needs of the organization would provide an avenue for faster and easy adoption of TQM in the construction industry.

Further, the study showed that training helps mitigate the possible problems associated with adopting TQM as it fosters early preparation. Another critical element of the TQM was continual enhancement, which was determined to respond to the organization's changing needs. This will mean that TQM not only meets the current demands but also anticipates future changes, which may require training and assessment of the strengths and weaknesses to determine the areas that would warrant improvements. Therefore, continual enhancements set options for modifications and maintain the processes against possible flaws while being keen on the room for improvement.

Other research results show that engaging the employees is a valuable determinant in adopting TQM. The study determined that engaging the employees is associated with the performance of projects as it has increased senior management's commitment. It also determines that an outstanding level of employee participation promotes positive commitment to the organization's success, which builds from increased support from management. Quality standards will form the basis for employees’ activity which translates to commitment and performance. The final element addressed was an improvement in the methods and equipment, where it was found that adoption of TQM will mean that some processes are undertaken to meet the quality agenda. Factors taken into consideration included organizational systems, the use of technology, and new equipment. Therefore, adopting TQM in construction project management can be possible should the six elements be accorded priority.

Total quality management is a tool for interconnecting the systems and ensuring that all the processes are geared towards enhancing efficiency. TQM is based on the theory of participation; thus, its adoption requires the determination of operation that would allow for the required stakeholders to participate effectively. Besides, TQM is often oriented to performance. Therefore, its implementation should always be geared towards attaining results that relate to financial and non-financial elements. Thus, adopting TQM in construction project management would require the fulfillment of the various aspects which individually have a role in making the organization oriented towards change. These elements are vital for improving construction where clients often utilize large amounts of money and thus would want to have value for the money spent. A strategy geared towards meeting the customers' needs should majorly inform the implementation of TQM, as this will improve not only the productivity but also the competitiveness of the firm in this fascinating field. Besides, the construction industry is changing quickly due to the changing preference of the people, which an organization must be conscious of and ensure their activities align with such demands.

Implementation of TQM in the construction sector is a long-term endeavor; thus would first require a change in the organizational culture. The construction sector will therefore need some time over two years to ensure that all the new employees and the people are well acquitted with the system's demands; thus, their behavior aligns with the provisions of the TQM. Culture ensures that stakeholders are more receptive as they will be prepared. Organizational culture is often challenging to change and, in most cases, will be met with resistance. Still, it requires a change to ensure that TQM implementation does not conflict with the original systems. Orientation of the construction process with the customers' needs is also a key TQM element, as this ensures that all the functions, decisions, and activities are mindful of the requirements of consumers. TQM in construction will require this as the satisfaction of the client's needs is the need that would be a marker of performance. Quality, in most cases, is gauged on the satisfaction of consumers’ needs and thus would require more intervention. The other notable factor addressed in the study is training demands based on the fact that TQM will come up with new objectives and ways of operations. This means that the traditional means of doing things that are not consistent with the agenda of TQM will have to be disowned, and new practices will be undertaken. Therefore, this is a key factor in making people understand how to work with new designs in construction, tools, and personnel, in addition to the different ways of doing things.

The adoption of TQM would also require the adoption of continuous enhancement, which would respond to the changes that often take place in the construction industry. TQM is a long-term goal that has to align with the changes often experienced in time. Therefore, options for training, adoption of technology, and use of different systems prepare the construction for any changes and modifications, ensuring that TQM meets the long-term-long-term goals. Continual enhancement may be expensive if some systems become obsolete, but it is the best move toward sustainability. Engaging employees was also a factor, as they are the driving force behind the organization's success. TQM, therefore, requires that the plans are always communicated to the employees so that they are psychologically prepared for the changes. The top management has to carry out this to make people more receptive. Finally, there is the aspect of improving the methods and systems and changing the tools and equipment where necessary to meet the additional roles.

A structured literature review has proved to be useful in providing information related to the application of TQM. Therefore, more articles should be assessed to give a wider perspective on how the construction industry can adopt TQM. Besides, more attention should focus on the disadvantages of implementing TQM in construction project management as this will be used in determining the needed controls for ease in implementing TQM. Similarly, TQM implementation requires an overhaul of significant systems of an organization, meaning that more factors will have to be considered. Future studies should always take the initiative to assess other elements, as this study was limited to six components. One of the principles discussed here is the need for continuous rain for employees. Future research should assess the different aspects of training required and how they are supposed to be undertaken so that its implications on the employees can be understood significantly. Finally, there was little focus on experimental groups, with limited surveys to assess specific elements. Studies should therefore increase more experimental approaches involving questionnaires and interviews as there is a potential to generate more data that would be useful for this study.

Impact of COVID 19

The outbreak of COVID 19 had remarkable impact on the way people carried out activities in order to contain the spread of Corona virus. This meant that there were limited engagements as people preferred to conduct most activities online. This meant that all the activities geared towards safeguarding quality and meeting the needs of the customers were always done with the measures to contain the virus in play. However, COVID 19 did not have remarkable impact on the implementation of TQM in the construction but only resulted to a change in the channels for administration.

Admin. (2022, March 19). Total Quality Management-TQM in Construction Industry. ConstructionPlacements. https://www.constructionplacements.com/tqm-in-construction/#gsc.tab=0

Aghaei, A & Jalali, D. (2015). The Effect of Total Quality Management (TQM) Training on Organization Culture and Behavioral Patterns of Telecommunication and Employees in Chaharmahal Bakhtiyari Province. 10.13140/RG.2.1.5066.2242.