Codification of values and goals

A question that has plagued construction managers for decades is whether they are indeed a “profession.” Evidence suggests that construction managers are a profession as they present with the accoutrements consistent with the definition of the term: (1) Disciplined group of individuals, (2) public acknowledgement of possessing specialised knowledge and skills within a widely recognised body of learning derived from formalised research, education, and training at a high level, (3) application of the knowledge and skills in the interest of others, and (4) holding themselves to ethical standards. The manner in which these four characteristics are evidenced relies upon (a) a regulatory framework of entry and ongoing monitoring of the profession, (b) higher education training that is accredited and legislated through licencing, and (c) codes of conduct. Professional standards may have tended to focus on market entry. A key argument is that the formation of professional standards and trust by the public and other industry professionals is shaped by the rigour of accountability of members of the profession upholding a core set of ethical values. This chapter interrogates the professional identity of construction managers in the high-rise residential apartment sector through the underlying values and goals that have been codified in codes of conduct. The results indicate that codes of conduct for construction managers may have significant gaps.