Construction professionals taking up staff supervisory duties, no matter working in the government, public organisations or private companies, should play an active role in guiding and monitoring the ethical behaviour of their staff for preventing corruption and other malpractices.
Supervisors of the construction industry must take a firm stance on their role in two important missions. First, they must fulfill their professional, technical and administrative duties to ensure that the works under their purview progress well. Second, they must put supervisory accountability into practice. Supervisory accountability involves taking preventive measures against any acts of misconduct or mistakes by subordinates, rectifying erroneous situations and, to a certain extent, being accountable for any misconduct or mistakes which are recurring, serious or widespread.
Staff may make bad decisions for a variety of reasons. It is the responsibility of supervisors to identify whether the problem arises from a subordinate's inexperience, negligence, or lack of integrity. If the problem is related to the integrity of a subordinate, supervisors should deal with it seriously in accordance with internal guidelines or the laws as appropriate. Such proactive approach not only helps to cultivate an ethical culture within the organisation, but also demonstrates to staff, as well as contractors and suppliers involved, the firm stance of your organisation against any breach of laws or regulations.
While supervisors are not necessarily responsible for every mistake arising from the negligence or inexperience of subordinates, they may be held accountable for their subordinates' frequent, severe or widespread malpractices that have been undetected or tolerated. Turning a blind eye to such malpractices will invite criticism of their improper management and constitute unsatisfactory professional conduct. Worst of all, they might be suspected of being an accomplice to the misdeeds.