Abstract

This study examines Total Quality Management (TQM) Implementation in the Nigerian Construction Industry. The research analyses people management, TQM, project quality, leadership, and team performance. The study examines Nigerian construction TQM techniques, contributing variables, and leadership challenges. Lack of TQM implementation, poor project administration, and people management concerns are construction sector challenges. It examines how project-based leadership affects leadership behaviour, cost management issues, and leadership style and team performance. Additionally, the study covers multidimensional views on quality in construction projects, TQM adoption, and construction industry problems. The conclusion emphasises the relevance of TQM in improving Nigerian construction and avoiding structural failures.

1.Introduction

1.1 Background

The goal of overall quality management, as outlined in ISO8402, is to execute good work every time to avoid mistakes. Total quality management, according to the scholar (Koh and Low, 2010), is a strategy for improving a company’s products on an ongoing basis so that it can compete in the global market. The researcher also found that slow economic development is due in part to the high cost of building. Inflation, market inefficiency, low-quality materials and services, and project delays are some of the factors that have been a constant in the construction sector worldwide (Egwunatum et al., 2021). Considering the above, this study evaluates the use of TQM in Nigeria’s construction sector to reduce the structural failure rate of projects.

1.2 Aim

The research aims to analyse the total quality management (TQM) practice in the Nigerian construction industry. The research also aims to highlight the key issues in managing people and identify the factors that impact TQM in Nigeria. The research also aims to evaluate key leadership issues and model concepts related to TQM in Nigeria.

1.3 Objectives

The objectives of the research are:
To analyse the total quality management practice in Nigeria
To evaluate the factors impacting total quality management
To observe the total quality management issues in construction

2.Part 1: Issues in Managing People

2.1 Key Issues in Managing People: Construction Projects

According to Kangethe (2015), one of the main problems with the Nigerian construction sector is that there is almost no TQM application. In conclusion, the study proved that when compared to international competitors, Nigeria’s construction sector falls short when it comes to delivering high-quality projects. Team dynamics, efficiency, and success as a whole may take an unexpected turn when members are unable to communicate effectively with one another. Problems like this arise often when people in a team fail to express themselves adequately. In addition, according to Egwunatum et al. (2021), there are major problems with people management due to a lack of good attitudes and methods for maintaining equipment, tools, and machines, as well as a breakdown in interaction and exchange of knowledge between the on-site management and supervisor team.

Results from 360-degree or supervisor evaluations, as well as promotions, provide some evidence that competence tests are good predictors of management performance. Levenson, Van der Stede, and Cohen (2006) noted that individual achievement is not always indicative of unit or organisational performance. Consequently, the data presented above does not prove that competence frameworks improve organisational success. An exception to this rule was found in a different study that found a favourable correlation between the competencies used to select applicants for general manager positions and the performance of their units when they were promoted (Russell, 2001). Further, key issues in people management include poor project administration, poor relationships among managers across organisational levels, a lack of a reward and acknowledgement system, inadequate training and re-training of workers to drive process improvement, and an unwillingness to compromise on quality from top leadership (Egwunatum et al., 2021).

2.2 Impact of the Project-Based Nature on Leadership Behavior in the Construction Industry

A wide variety of entities come together to form a building project. For a limited time, members of many parent organisations work together on a common project. After a project’s conclusion, the project-based organisation winds down. Professionals in the construction business will likely display managerial leadership traits shaped by the industry’s project-based structure, which includes temporary multi-organizations. Leadership is an ongoing and adaptable process, according to Cleland (1995), therefore project managers should tailor their approaches depending on the specifics of each project. Naoum (2001) argues that diverse leadership styles may be necessary for complicated decision-making and big capital investment projects. Oyetunji, Adebiyi and Olatunde (2019) add that the most appropriate leadership style is context-dependent, meaning it changes depending on factors like project length and workload.

2.3 Challenges in Managing People: Role of Cost Control by Leaders in Team

According to Sanni (2021), an increasing number of building projects of very complex character have emerged as a consequence of the fast technological advancements of the last century. Such projects also need proactive management. One component of financial control in getting is cost control, which works in coordination with the organization’s management control scheme. Due to the introduction of competent management teams and the fact that some promoters see their organisations as stepping stones to financial independence, the majority of indigenous contractors in Nigeria fail after their promoters depart. According to Sa’eed et al. (2020), construction companies can not survive without effective cost-control measures. Reducing expenses is critical for doing away with pointless resource wastages. To maintain the scheme’s cost within the construction budget, contractors must implement an efficient cost-control technique throughout the post-contract stage of the project.

3. Part 2: Factors Impacts on Project Quality of Construction

3.1 Organisation Role for TQM Goals in Construction Management

It is widely believed among managers that a company’s ability to achieve its TQM objective is unrelated to its ISO9000 certification (Chatzoglou, Chatzoudes and Kipraios, 2015). Success in the client-contractor relationship is the result of achieving the TQM aim in the construction setting. For a relationship like this to work, the following must be in place: the client and contractor must trust and respect each other; the client must understand the organization’s needs and requirements; the contractor must achieve a situation of zero defects after completion; and the client must regularly monitor the contractor’s processes and outputs through its agents and consultants. To meet the aforementioned standard, scholars prioritise quality in building projects by considering customers’ wants and requirements (Osuizugbo and Ojelabi, 2020). There is a lack of a system- oriented assessment framework in the construction business for assessing customer expectations. In their 1993 article, Badiru and Ayeni defined TQM as the process of achieving a balance between the contractor’s capabilities and the client’s expectations in terms of the output’s functionality (Hertzum, 2022).

3.2 Multidimensional Perspectives on Quality in Construction Projects

The following aspects of a construction project’s quality keep attracting clients: appearance, uniformity, consistency, conformance, performance, features, reliability, serviceability, timeliness, and compatibility with current technology (Hardin and McCool, 2015). Client briefs are papers that clients are required to provide at the beginning of a project. In them, clients outline their expectations based on their stated goals (Kharub and Sharma, 2018). The accompanying structure (see Figure 1) shows how the customer establishes the quality limits for the end aim. As seen in Figure 2, the client’s evaluation technique, despite its small framework, continues to have a multi-dimensional perspective of quality, which often leads to short expansions.

Figure 1: Client’s requirements and assessment of determining quality goal

Figure 2: Goal of Project teams in a TQM-executed construction project

3.3 Implementation of TQM Practice in Construction Projects

According to Vijayabanu, Karthikeyan and Vijay Surya (2022), the four foundations of feasibility in construction projects that are subject to TQM implementation are the contractor’s organisational structures, collaboration, the client’s dedication, and process control. Per the following structure (Basu et al., 2016) (Figure 3), researchers have shown that these four pillars are associated with an organization’s culture, communication, commitment, and the client’s emphasis from the perspective of the contractor. Many across the world are wondering whether the construction industry has finally risen to the occasion and put Total Quality Management (TQM) into play to provide owners with high-quality projects. For instance, researchers wanted to know what variables would determine whether a building project’s success depended on using TQM at each step (Maher Altayeb and Bashir Alhasanat, 2014). Egwunatum et al. (2021) evaluated the performance of owners, consultants, and contractors in the Palestinian construction industry through their use of Total Quality Management (TQM) methodologies. They used a computer- generated model to identify seven critical success factors, including 18.34% ongoing improvement; 18.04% interactions; 17.6% customer satisfaction; and 18.27% resilience and planning. Furthermore, the scholars also observed 17.00% learning and education; 5.60% management direction; and 5.15% leadership structure in their analysis.

Using a cross-study with Indigenous and Japanese contractors in Egypt, outlined the challenges associated with implementing TQM in this sector. Furthermore, location-bound nature and site operatives are the biggest obstacles to implementing TQM in Niger Second Niger Bridge (Elghamrawy and Shibayama, 2008). The lack of commitment and support and poor top management leadership are also the most encountered issues observed in Niger Second Bridge. The Second Niger Bridge project was started on September 1, 2018 and the project was ended on May 23, 2023. The contractor, Julius Berger, has delivered the second Niger bridge to the federal government, seven months after its inauguration by the previous government. The project cost around ₦336 billion. The collaborative model was key to the Second Niger Bridge’s construction. To aid in risk management, this model incorporates operators from the project’s start. The project was under the maintenance of Federal Ministry of Works and Housing (Okorita, 2023).

Figure 3: TQM model used for a construction project in Nigeria

3.4 TQM Implementation Challenges: Insights from Construction Industries

Asim, Zaman, and Zarif (2003) looked at the challenges faced by the Pakistani construction sector while implementing Total Quality Management. The scholars looked at how many of the construction companies followed the stated quality standards. Using descriptive statistics on their samples, they found that companies’ commitment to TQM implementation and compliance with detailed requirements were far from reality. A significant barrier to implementing TQM in Pakistan’s construction sector, according to the research by Asim, Zaman and Zarif (2013), is the lack of training and knowledge among unskilled workers. Following the CIRC report’s recommendation to adopt TQM principles in response to the strengths and limitations of the Hong Kong construction sector, Lau, Tang, and Li (2015) studied the degree of TQM application construction in Hong Kong. According to the study, which used a questionnaire survey method and a correlation instrument, the construction industry in Hong Kong has seen relatively high enhancements, equal to Singapore and China (Lau, Tang and Li, 2015). This is due to the extremely high level of TQM application.

4. Part 3: Leadership Style and Team Performance

4.1 Impact of Leadership Style- Positive and Negative Impacts

Ensuring that the staff is well-supervised and controlled is crucial for the organisation to uphold its standards and remain compliant. Scholar Naoum (2001) states that leaders’ actions are influenced by their unique leadership styles. A leader’s diverse actions may have both immediate and long-term effects on the mindset and actions of their employees. One such thing that might affect how project managers respond is the prevalence of subcontractors. In addition, the ratio of direct job hiring to subcontractors on construction sites is a key determinant of the link between leadership behaviour and a company’s procurement strategy (Walker, 2011). In addition, the researcher proves that in contexts where subcontracted labour constitutes the majority of the workforce, task-oriented leadership styles are more suitable (BRESNEN et al., 1986). Therefore, it is reasonable to assume that project managers in the construction industry should think about and assess the relative merits of various leadership styles during the various phases of a project’s lifetime.

Bresnen et al. (1986) suggest that leadership in the construction industry could be better understood if scholars consider the transient character of project cycles (Oyetunji, Adebiyi and Olatunde, 2019). Throughout a project’s life cycle, leadership conduct evolves. Leadership actions may need extra time for discussions, adjustments, and disputes throughout the many stages of building. There may be a more strict and dominating standard, for example, when the building is under construction. Managerial leaders in the construction industry are quite susceptible to the influence of their work environment on their leadership style. In general, it is not easy to figure out what kind of leadership style is best at different stages of a project’s lifecycle. Therefore, leaders may need to adopt a new behaviour or combine aspects of many behaviours until they find the sweet spot where they can focus on both work and people (Podsakoff et al., 1990).

4.2 Team Performance on Quality Issues

The researcher also found that open communication between supervisors and employees had a direct correlation to higher levels of dedication and productivity on the job (Oyetunji, Adebiyi and Olatunde, 2019). The most essential factors in fostering cooperation between supervisors and employees, as well as in determining employee performance, are collaborative supervisory- workgroup connections and participatory management behaviour (Flin and Yule, 2004). In addition, “transactional leadership” happens when a boss employs bonuses and other financial incentives to boost employee output (Bryman, 2011).

Furthermore, Bass and Avolio (1995) argue that transformational leaders inspire their followers to excel by focusing on the team’s goals rather than their own. This style of leadership specifies the responsibilities of both the leader and the follower, incorporates the followers into the leadership process, and asserts that good leadership inspires people to think creatively and find new solutions to old issues. Inspiring or motivating others to work together towards a shared objective could be challenging. Therefore, transformational leadership may inspire employees to put their interests aside in pursuit of objectives, which in turn boosts productivity. According to Paarlberg and Lavigna (2010), it inspires employees to go above and beyond their assigned tasks and to put the company’s needs ahead of their own. Part 4: Module Concept-Analysis of Both Humans and Quality Issues

5.1 Quality Management Phases and Theorists- TQM in Construction Projects

For every level of quality that a client requests throughout a project’s lifespan, there are known costs associated with not meeting those requirements. To help resolve these costs, scholars can look at the three fundamental phases of total quality management (TQM) as they pertain to construction projects: statistical quality control, total quality control, and the TQM phase (Kharub and Sharma, 2018). According to Jaeger and Adair (2016), TQM is not a quality technology approach but rather a management concept proposed by Edwards Deming. All parties participating in a contractual process, regardless of their position in the hierarchy, must work together to ensure that the final product meets Deming’s standards for high-quality output (Iqbal and Asrar-ul-Haq, 2017). As shown in Figure 4, the research also identified three-dimensional quality management process genres: client-contractor quality advantages, cost-value objectives, and the three-phase quality application modules.

Figure 4: Cost and value of quality in construction projects in Nigeria

Juran’s Quality Improvement Steps in TQM-Implemented Construction Thus, scholars also support inquiry by referring to M. Juran’s theory on quality improvement processes applicable to building projects (Juran, 2003). Working together, clients and contractors can enhance the quality of a construction project, which benefits all parties involved in terms of value for money, suitability for purpose, the reputation of the contractor’s organisation, and the contractual relationship (Uluskan, Godfrey and Joines, 2016). Scholars agree that TQM’s primary goals in the context of construction projects are as follows: a contractual organisation in which all employees work towards attaining the company’s best business goals and benefit from the sense of achievement that comes from working for a top-tier organisation; a focus on the client and their satisfaction; and continuous improvement as an organisational policy and culture of the contractor (Talib, Rahman and Qureshi, 2013).

5.3 TQM Model for Quality Advancement in Construction Projects

For contracting organisations to achieve their quality goals and stay up with international best practices, Tickle, Mann, and Adebanjo (2016) stated that they needed to adopt an integrated TQM model to evaluate their progress towards milestones and the steps they needed to take to advance in quality. All of these evaluations must adhere to the standards set forth by the TQM metric dial and the quality improvement strategy proposed by Adam et al. (1997). Consequently, contractors are obligated to reduce structural failure rates in TQM-implemented building projects by integrating their efforts into the quality improvement framework proposed by Adam et al. (1997). With the modifications made in Kannan, Pokharel and Sasi Kumar (2009) and Shankar (2004), the metric framework is still often used by TQM practitioners and may be used to build projects to manage quality throughout the process, as seen in Figure 5.

Figure 5: Integrated Total Quality Metric (Shankar, 2004)

5.4 Quality Metrics Impacts: Assessment in TQM-Implemented Construction Projects

Researchers establish a measure for evaluating the level of customer satisfaction based on the contractor’s or agent’s performance in carrying out the construction job. The metrics for assessing a project’s “zero-defect” status, which includes ensuring that there is no room for rework mistakes or field failures in the building process, are based on J.M. Juran’s measurement block and are by Juran’s (2003) techniques. In general, the time value features of TQM-implemented projects aim to preemptively address potential sources of structural member/component/service failure that would need replacement shortly after the defect liability period ends. This hypothesis follows from the following: in the absence of a Total Quality Management framework, construction projects are prone to frequent replacements caused by inherent structural degradation. While this may result in savings for a new capital expenditure option in the short term, it will ultimately lead to losses in the long run due to the additional expense of structural failure maintenance (Dam, 2011). The life cycle cost of a project is the best metric to use when evaluating the effects of quality on a construction project over the long term. This cost is inelastic concerning time and continues indefinitely (Ramadhanty, Putri and Asbari, 2023).

6.Conclusion

One of the most important ways for a business to stay competitive in today’s global market is to implement Total Quality Management (TQM). Inadequate training, inflation, top-down refusal to compromise on quality, poor project management, weak relationships among managers, and an absence of an acknowledgement and reward system are major problems with human resource management in Nigeria’s construction sector. Project managers in the construction sector should adapt their leadership styles to the unique challenges of each project they take on since the business is highly dependent on short-term goals and objectives.

As a result of rapid technological improvements, there has been an upsurge in the number of complicated building projects in Nigeria’s construction sector, necessitating excellent cost control procedures through the post-contract stage of project management. Finally, Total Quality Management (TQM) is critical to enhancing the Nigerian construction sector and decreasing the frequency of structural failures.

References

Adam, E.E., Corbett, L.M., Flores, B.E., Harrison, N.J., Lee, T.S., Rho, B., Ribera, J., Samson, D. and Westbrook, R. (1997). An international study of quality improvement approach and firm performance. International Journal of Operations & Production Management, [online] 17(9), pp.842–873. doi:https://doi.org/10.1108/01443579710171190.

Asim, M., Zaman, S. uz and Zarif, T. (2013). Implementation Of Total Quality Management In Construction Industry: A Pakistan Perspective. IBT Journal of Business Studies (JBS), [online] 9(1), pp.24–39. Available at: https://ideas.repec.org/a/aib/ibtjbs/v9y2013i1p24-39.html [Accessed 7 Jan. 2024].

Bass, B.M. and Avolio, B.J. (1995). Multifactor Leadership Questionnaire. PsycTESTS Dataset. [online] doi:https://doi.org/10.1037/t03624-000.

Basu, R., Bhola, P., Ghosh, I. and Dan, P.K. (2016). Critical linkages between quality management practices and performance from Indian IT-enabled service SMEs. Total Quality Management & Business Excellence, 29(7-8), pp.881–919. doi https://doi.org/10.1080/14783363.2016.1252259.

BRESNEN, M.J., BRYMAN, A.E., FORD, J.R., BEARDSWORTH, A.D. and KEIL, E.T. (1986).

Leader orientation of construction site managers. Leader orientation of construction site managers, [online] 112(3), pp.370–386. Available at: https://pascal- francis.inist.fr/vibad/index.php?action=getRecordDetail&idt=8061985 [Accessed 7 Jan. 2024].

Bryman, A. (2011). The SAGE Handbook of Leadership. The SAGE Handbook of Leadership, [online] pp.1–592. Available at:

Chatzoglou, P., Chatzoudes, D. and Kipraios, N. (2015). The impact of ISO 9000 certification on firms’ financial performance. International Journal of Operations & Production Management, 35(1), pp.145–174. doi:https://doi.org/10.1108/ijopm-07-2012-0387.

Cleland, D.I. (1995). Leadership and the project-management body of knowledge. International Journal of Project Management, [online] 13(2), pp.83–88. doi:https://doi.org/10.1016/0263- 7863(94)00018-8.

Dam, R.H. (2011). Total quality management: what is it and how can it be implemented in road construction? repository.up.ac.za. [online] Available at: https://repository.up.ac.za/handle/2263/16291 [Accessed 7 Jan. 2024].

Egwunatum, S.I., Anumudu, A.C., Eze, E.C. and Awodele, I.A. (2021). Total quality management (TQM) implementation in the Nigerian construction industry. Engineering, Construction and Architectural Management, ahead-of-print(ahead-of-print). doi:https://doi.org/10.1108/ecam-08- 2020-0639.

Elghamrawy, T. and Shibayama, T. (2008). Total Quality Management Implementation in the Egyptian Construction Industry. Journal of Management in Engineering, 24(3), pp.156–161. doi:https://doi.org/10.1061/(asce)0742-597x(2008)24:3(156).

Flin, R. and Yule, S. (2004). Leadership for safety: industrial experience. Quality and Safety in Health Care, [online] 13(suppl_2), pp.ii45–ii51. doi:https://doi.org/10.1136/qshc.2003.009555.

Hardin, B. and McCool, D. (2015). BIM and Construction Management: Proven Tools, Methods, and Workflows. [online] Google Books. John Wiley & Sons. Available at: https://books.google.com/books?hl=en&lr=&id=1FB_BwAAQBAJ&oi=fnd&pg=PP18&dq=qua lity+in+a+construction+project+that+resoundingly+remains+attractive+to+the+client+are++as+ performance [Accessed 7 Jan. 2024].

Hertzum, M. (2022). Usability Testing: A Practitioner’s Guide to Evaluating the User Experience. [online] Google Books. Springer Nature. Available at: https://books.google.com/books?hl=en&lr=&id=fYlyEAAAQBAJ&oi=fnd&pg=PR1&dq=Practi tioner%27s+Guide+to+Quality+and+Process+Improvement&ots=ngo_lG- Kz5&sig=SogaU3oAsGwRiIDDQ2CJZ2sGF6c [Accessed 7 Jan. 2024].

Iqbal, A. and Asrar-ul-Haq, M. (2017). An empirical investigation on TQM practices and knowledge sharing mediation in the software industry. The TQM Journal, 29(5), pp.725–743. doi:https://doi.org/10.1108/tqm-03-2017-0038.

Jaeger, M. and Adair, D. (2016). Perception of TQM benefits, practices and obstacles. The TQM Journal, 28(2), pp.317–336. doi:https://doi.org/10.1108/tqm-10-2014-0091.

Juran, J.M. (2003). Juran on Leadership For Quality. [online] Google Books. Simon and Schuster. Available at:

https://books.google.com/books?hl=en&lr=&id=_30uNnb6dQIC&oi=fnd&pg=PP7&dq=J.M.+J uran+theory+on+quality+improvement+steps+&ots=P2l8oG3i3B&sig=qKAoC2KZ1abbH4gd_j nB2MUpemw [Accessed 7 Jan. 2024].

Kangethe, M.G. (2015). Customer Quality Focus and Operational Performance of Kenyan Government-Owned Entities. [online] repository. combi.ac.ke. Available at: http://erepository.uonbi.ac.ke/handle/11295/95079 [Accessed 7 Jan. 2024].

Kannan, G., Pokharel, S. and Sasi Kumar, P. (2009). A hybrid approach using ISM and fuzzy TOPSIS for the selection of reverse logistics provider. Resources, Conservation and Recycling, 54(1), pp.28–36. doi:https://doi.org/10.1016/j.resconrec.2009.06.004.

Kharub, M. and Sharma, R. (2018). An integrated structural model of QMPs, QMS and firm’s performance for competitive positioning in MSMEs. Total Quality Management & Business Excellence, 31(3-4), pp.312–341. doi:https://doi.org/10.1080/14783363.2018.1427500.

Koh, T.Y. and Low, S.P. (2010). Empiricist Framework for TQM Implementation in Construction Companies. Journal of Management in Engineering, 26(3), pp.133–143. doi:https://doi.org/10.1061/(asce)me.1943-5479.0000014.

Lau, A.W.T., Tang, S.L. and Li, Y.S. (2015). The level of TQM application by construction contractors in Hong Kong. International Journal of Quality & Reliability Management, 32(8), pp.830–862. doi:https://doi.org/10.1108/ijqrm-07-2013-0123.

Levenson, A.R., Van der Stede, W.A. and Cohen, S.G. (2006). Measuring the Relationship Between Managerial Competencies and Performance. Journal of Management, 32(3), pp.360–380. doi:https://doi.org/10.1177/0149206305280789.

Maher Altayeb, M. and Bashir Alhasanat, M. (2014). Implementing total quality management (TQM) in the Palestinian construction industry. International Journal of Quality & Reliability Management, 31(8), pp.878–887. doi:https://doi.org/10.1108/ijqrm-05-2013-0085.

Naoum, S. (2001). People and Organizational Management in Construction. [online] Google Books. Thomas Telford. Available at: https://books.google.com/books?hl=en&lr=&id=_BjBzBw2IHMC&oi=fnd&pg=PR8&dq=Naum [Accessed 7 Jan. 2024].

Okorita, D. (2023). The Second Niger Bridge Project. [online] www.linkedin.com. Available at: https://www.linkedin.com/pulse/second-niger-bridge-project-dienami-okorita-pmp-cwi-coren/.

Osuizugbo, I.C. and Ojelabi, R.A. (2020). Building production management practice in the construction industry in Nigeria. Engineering Management in Production and Services, 12(2), pp.56–73. doi:https://doi.org/10.2478/emj-2020-0011.

Oyetunji, A., Adebiyi, J. and Olatunde, N. (2019). Leadership Behaviour and Worker Performance in the Nigerian Construction Industry. Journal of Values-Based Leadership, 12(2). doi:https://doi.org/10.22543/0733.122.1264.

Paarlberg, L.E. and Lavigna, B. (2010). Transformational Leadership and Public Service Motivation: Driving Individual and Organizational Performance. Public Administration Review, 70(5), pp.710–718. doi:https://doi.org/10.1111/j.1540-6210.2010.02199.x.

Podsakoff, P.M., MacKenzie, S.B., Moorman, R.H. and Fetter, R. (1990). Transformational Leader Behaviors And Their Effects On Followers’ Trust In Leader, Satisfaction, And Organizational Citizenship Behaviors. The Leadership Quarterly, 1(2), pp.107–142. doi:https://doi.org/10.1016/1048-9843(90)90009-7.

Ramadhanty, D.A., Putri, M.U. and Asbari, M. (2023). The Influence of Total Quality Management on Organizational Performance on Bank Services. Journal of Information Systems and Management (JISMA), [online] 2(1), pp.15–20. doi:https://doi.org/10.4444/jisma.v2i1.237.

Sa’eed, A., Gambo, N., Inuwa, I.I. and Musonda, I. (2020). Effects of financial management practices on technical performance of building contractors in northeast Nigeria. Journal of Financial Management of Property and Construction, 25(2), pp.201–223. doi:https://doi.org/10.1108/jfmpc-07-2019-0064.

Sanni, A.O. (2021). Framework for public sector participation in public-private partnership projects in Nigeria. International Journal of Technological Learning, Innovation and Development, 13(1), p.1. doi:https://doi.org/10.1504/ijtlid.2021.114916.

Talib, F., Rahman, Z. and Qureshi, M.N. (2013). An empirical investigation of relationship between total quality management practices and quality performance in Indian service companies. International Journal of Quality & Reliability Management, 30(3), pp.280–318. doi:https://doi.org/10.1108/02656711311299845.

Tickle, M., Mann, R. and Adebanjo, D. (2016). Deploying business excellence – success factors for high performance. International Journal of Quality & Reliability Management, 33(2), pp.197– 230. doi:https://doi.org/10.1108/ijqrm-10-2013-0160.

Uluskan, M., Godfrey, A.B. and Joines, J.A. (2016). Integration of Six Sigma to traditional quality management theory: an empirical study on organisational performance. Total Quality Management & Business Excellence, 28(13-14), pp.1526–1543. doi:https://doi.org/10.1080/14783363.2016.1150173.Vijayabanu, C., Karthikeyan, S. and Vijay Surya, P. (2022). Total quality management practices and its impact on Indian construction projects. Organization, Technology and Management in Construction: an International Journal, 14(1), pp.2697–2709. doi:https://doi.org/10.2478/otmcj- 2022-0013.

Total Quality Management (TQM) Implementation in the Nigerian Construction Industry