Practitioners of engineering help the community by creating solutions for a future that is sustainable. The Code of Ethics provides principles and values that create the decisions made while in the practice of engineering. Lately, because of the recession in 2008, construction projects spring up with engineers lacking regard for the Code of Ethics. Monetary needs sometimes blind them from doing what is proper and ethical. (Lewis, 2007, p. 35).
Members of Engineers Australia are committed to practice according to the Code of Ethics and accept the fact that they will be held responsible for their conduct regulated by the Engineers Australia’s regulations on discipline (Meier, 2000, p. 279). However, engineers still have to find it in themselves to really follow the Code even when there are no watchful eyes keeping check (Arens, 2007, p. 30) (Sherain, 1973-1974, p. 19). When engineers demonstrate integrity, they are honest or trustworthy. Competent engineers act on the knowledge that they have acquired and maintain their skills and knowledge. In exercising leadership, they uphold the trustworthiness and reputations of engineers during their practice, and they support or encourage uniqueness and diversity (Whitehouse, 1999, p. 230)(Lewig, 2001, p.181).
This paper aims to establish and recognize Australian legal framework for the Code of Ethics. It aims to find out why there is a need for engineers to follow the Code when it comes to construction projects. It also aims to compare some case studies with regard to the Code especially when it comes to construction projects.
BODY
Construction projects have been one of the common areas where the Code should be strictly employed because of varying ideas and security issues (Love, 2004, p. 7). Legalities in these projects should be given much attention (David Neumark, 1999, p. 743). Strict protocols should always be observed. With these, engineers who work on construction projects would eventually be more fulfilled and accomplished in their chosen field.
The Code of Ethics is important in the practice of engineering and construction because everything that is built can either help life or destroy life (Landy, 1983, p. 320). The standards, aspirations, and requirements of the practice of engineering will change and develop over time but the ethical value of what they do will always stay through the projects they do (Wright, 1997, p. 490)(Congress, 2006, p. 159).
LEGAL FRAMEWORK
Demonstrate Integrity
This is to act based on a conscience that is well informed. The engineer needs to be very discerning and therefore needs to do things perceived to be right. Acting objectively and impartially and appropriately see that needs to needs that need to be accomplished. Professionalism should be maintained especially during times when something is perceived to be wrong (Greg J Bamber, 2004, p.250). Being trustworthy and honest are very important. The engineer should always be ready to explain the performed work. Proper credit should be given to the right people. Confidentiality should always be well regarded. The dignity of all people should be respected.
The integrity of a construction workforce can be fairly linked with their standards of practice which should abide by the accepted standards and norms of the profession set by the laws and regulations that govern its practice in Australia. Clients will naturally flock to the side of the bidder, as in a construction project, who demonstrates a higher level of integrity. It is also usually a lot easier to obtain the confidence of both contractual and long-term clients if the construction team or any other professional regardless of the field can show that they are willing to cooperate on the project with honesty, competitiveness, and integrity. In some cases, demonstrating integrity is similar to avoiding situations wherein the engineer or any other licensed professional avoids situations that let him promote his self-interests at the expense of doing unethical practices.
Practice competently
Engineering skills and knowledge should be developed and maintained. The professional should act diligently and carefully. Peer review is vital in this area. The ongoing development of other engineers should be supported (Banks, 2012, p. 27). Any qualifications, prior responsibilities, grades of membership should not be misrepresented or falsified. Adequate knowledge should be the basis of every action. Clients or employers should be informed if any task needs experience or qualifications outside the engineer’s level of competence (James Kent Donlevy, 2011, p. 33).
The quality and the overall outcome of a construction project may very well depend on the engineering skills and knowledge of the construction team or in the case of professionals working in other disciplines, their skills and knowledge of their profession. Their skills and knowledge, and in some cases, their experience as a professional, is generally considered as the backbone of their profession, and also an indicator of their level of competitiveness. Similar to the demonstration of integrity, clients will almost always flock the side of the construction team or individual engineer who is undeniably more competent than the rest. Having a competent engineer or construction team at the disposal can be interpreted as a form of assurance, although not an absolute guarantee, that the construction project will go smoothly, as planned, and with as little and less problems as possible.
Exercise leadership
Trustworthiness should be practiced in engineering. The engineer should engage responsibly in public deliberation and debates (Iacovino, 2008-2009, p. 361). Diversity should always be supported and encouraged. There should also be honest communication.
The different qualities of a leader were not put there for nothing. As a leader, the engineer should be able to drive his team to work towards reaching their goal, on time, and with the highest quality of output possible. A competitive engineer should also be a great leader because his job description involves mobilizing not only resources but also people, and making them do physically and mentally demanding things, over a long span of time, depending on the description and the complexity of the construction project.
Promote sustainability
There should be responsible engagement with the stakeholders and the community. The health, well-being, and safety of the environment and the community should be considered and promoted. The needs of the present and future generations should always be balanced (Tapp & Levine, 1974-1975, p. 18).
A knowledgeable and skillful engineer knows that his and his colleagues’ body are not made of steel. They have to take a rest, consider the safety of their working environment, and of course their overall well-being for he knows that these three factors can have a huge impact on his and his colleagues’ productivity and can thus affect the timeliness and the overall outcome of the project—both of which can be factors which can drive the client’s satisfaction up or down.
The Challenger’s 8th flight was supposed to be on January 28, 1986. Allan McDonald of Morton—Thiokol was the one who designed and helped build the solid-rocket booster and he knew about the problems in the field joints. Roger Boisjoly and Arnold Thompson of Morton—Thiokol explained that the booster rocket walls bulge during launch time. The combustion gases could blow past one or two of the O-rings making up the field joints. In the previous flights, the rings have eroded and charred. During cold weather, this problem gets worse because the putty packing and rings become brittle. The flight was scheduled on January 28th and the weather was expected to be cold that day. The booster rocket broke loose and the hydrogen tank caught fire on the day of the launch. Mission Commander Frank Scobee died in the accident.
Assessment
In this case, it was important for the engineer to know what specific problems the rocket had before it went on that flight. It would have been best to postpone the flight and improve on the issues of the rocket first. Engineers should be ready to share their knowledge about such defects. They have to be discerning and objective. Engineering practice should always be competent and diligent. Any project should be subjected to peer review to really make it durable and ideal for use.
Bill LeMessurrier, structural engineer of the Citicorp Center in New York, faced a huge design problem. The columns of the building were set at the center of each side of the building/tower and not at its corners. It had to be built this way because the church beside it needed to be accommodated. This would make it dangerous if the wind blew in an oblique direction. LeMessurier knew that he was the only one who had significant information about the building and he is the only one who had the power to save or change the situation. For 20 years, the problems were kept secret from the public. LeMessurier was criticized for using bolted joints instead of welded ones. He misled the public about the building hazards, and he kept information from his peers.
Assessment
Unethical behavior like this should be avoided to ensure complete safety and durability of every construction project. Engineers should know that the entire project depends on how well they skillfully and ethically handle things. Buildings and other structures need to be safe for the people who visit it. LeMessurier’s credibility, competency, and leadership were not put into good use with Citicorp. It’s more beneficial to come up with a stunning building that is safe than end up with one that could collapse at any time.
Conclusion
The Code of Ethics has always been a valuable element in the engineering profession. Engineers should abide by it so that every employee and employer could keep high levels of quality in every service or product that they provide. The author was able to recognize and establish the Australian legal framework for the Code of Ethics. The case studies provided were also discussed based on the Code of Ethics. With these, engineers will be able to focus more on what should be done within their premises especially those related to construction. Eventually, more high quality products and services will result from knowing the Code more.
References
Arens, A. a. (2007). Auditing and assurance services in Australia: an integrated approach.
Sydney, Australlia: Pearson Education .
Banks, M. J. (2012). On Confidentiality and Formal Methods . White Thesis , 1-30.
Benotti, L. (2009). Clarification potential of instructions. Association for Computational
Linguistics , 196-205 .
Congress, E. (2006). Social work ethics. International Social Work , 151-164.
David Neumark, P. C. (1999). Do "High Performance" Work Practices Improve Establishment-
Level Outcomes? NBER Working Paper , 737-775.
Greg J Bamber, R. D. (2004). International and Comparative Employment Relations. London:
Sage Publications.
Iacovino, L. (2008-2009). Rethinking archival, ethical and legal frameworks for records of
Indigenous Australian communities: a participant relationship model of rights and responsibilitiesLivia Iacovino. Archival Science , 353-372.
James Kent Donlevy, K. D. (2011). Working Through Ethics in Education and Leadership:
Theory, Analysis, Plays, Cases, Poems, Prose, and Speeches. Rotterdam: Sense Publishers.
Landy, F. J. (1983). The measurement of work performance: Methods, theory, and applications.
New York: Academic Press.
Lewig, K. A. (2001). Social construction of work stress: Australian newsprint media portrayal of
stress at work, 1997–98. Work & Stress: An International Journal of Work, Health & Organisations , 170-190.
Lewis, S. H. (2007). Engineering a Better Workplace: a Diversity Guide for the Engineering
Profession. ACT: Barton.
Love, P. E. (2004). A seamless supply chain management model for construction. Emerald , 1-9.
Meier, R. L. (2000). Refocusing Our Efforts: Assessing Non-Technical Competency Gaps.
Sherain, H. (1973-1974). Questionable Legality of Affirmative Action. J. Urb. L , 1-25.
Tapp, J. L., & Levine, F. J. (1974-1975). Legal Socialization: Strategies for an Ethical Legality.
Tan L. Rev. , 1-27.
Whitehouse, G. (1999). ‘Family Friendly’ Policies: Distribution and Implementation in
Australian Workplaces. The Economic and Labour Relations Review , 221-239 .
Wright, T. A. (1997). The contribution of burnout to work performance. Journal of
Organizational Behavior , 491–499.
