TESTS FOR RELIABILITY AND VALIDITY

Reliability is concerned with the research findings (Collins & Hussely, 2003:173). Findings are said to be reliable when two or more researchers obtain the same results: this therefore reflects on accuracy.

The questionnaire was divided into two sections whereby one type of questionnaire was directed at the respondents that normally provide work/projects for consulting engineers, i.e. architects and members of departments of public works. The other questionnaire was distributed to competing consulting engineering companies. For the sake of reliability testing, two groups from both consultants and clients were assembled and required to discuss some of the questions from the questionnaire.

The architects and members from public works were grouped separately and asked to discuss the following statements and questions (they are mentioned on the first part of the following part of the following paragraphs) that were extracted from Table 4.3 and Table 4.4:

 Company X consulting engineer‟s professional team conveys the technical information in an understandable manner. The results obtained from the architects with regard to this question were not different than what was completed in Table 4.4. Eighty percent of the respondents still felt that the technical information provided by Company X consulting engineers, during projects, is indeed understandable while twenty percent still did agreed but not strongly.

 Company X consulting engineers manage projects well within the construction period and within budget. Project management in terms of time and budget is most crucial to the success of a project. The respondents (sixty percent of) still strongly felt that projects were well managed by Company X consulting engineers in term of budgets and construction period.

 Do previous work experiences with consulting engineers influence future work association? A hundred percent response rate affirming that previous work experiences have an influence on future work association was received. The reason for this is that relationships are built during project stages and when consulting engineering companies do well they stand a chance of being awarded more projects.

 Do marketing activities by consulting engineers affect your decision during the assembly of a professional team? The respondents affirmed, by a hundred percent, that marketing activities by consulting engineering companies do have an influence in the awarding of jobs. The marketing activities referred to ranged from company introduction, its track record and what it offers in terms of the service it provides.

The response received from the discussion with architects and public works representatives was not different from what was completed in the questionnaire and the results were positive; in view of the high correlation the study is deemed reliable.

A group of engineers was brought together to discuss the following statements which were extracted from Table 4.5 of the questionnaire:

 Forming a consortium with other professional disciplines determines competitive advantage. The engineers (sixty-six percent) still strongly felt that when a good professional team, in a form of consortium, is put together it gives a competitive advantage. There was a portion (twelve percent) that felt that it puts emerging companies at a disadvantage because they are not even given a chance to prove their worth.

 Market research is essential to developing a clear marketing strategy. A total of sixty-six percent believed that market research is essential as it will assist them to use their resources efficiently. Eleven percent felt it was less important with the statement citing that first-mover advantage, experience and maintenance of relationships gives more advantage.

 Price competitiveness is very important for customer attraction. The statements were rated from 5 to 1, most important to less important respectively. A rating of 4 was given to this statement by fifty-six percent, thirty-three gave a rating of 3 and eleven percent gave it a two. The eighty- nine percent felt that if price competitiveness was not regulated by industry professional bodies, it would have been used unethically. The eleven percent was comfortable with this statement as they relied on industry regulators such as CESA and Governmental documents (e.g. the government gazette).

 Our company follows up on the customer satisfaction levels after project completion. A total of seventy-eight percent felt that it was very important that customer satisfaction be continuous: this response rate is presumably based on the assumption that more work/projects will be awarded in favour of those who satisfy the customer. On the other hand, twenty-two percent felt that this was not important as they believed that the services they offer do not have come-backs, i.e. they are confident about the services they provide and feel that the client should be satisfied as they have followed all relevant regulations and good practices.

The results from the discussions with the consulting engineers were not different to what was provided in the questionnaire. The positive correlation between the questionnaire and group discussion confirms that the study is reliable.

4.4 SUMMARY

This chapter analysed the data obtained from the questionnaire that was sent to clients and consulting engineers in the Eastern Cape. Clients are defined as those companies that provide projects to consulting engineers: they include architects, property developers and officials from departments of public works.

Company X consulting engineers is a mechanical and electrical service provider; therefore the competitors selected as part of the population are those providing similar services.

The aspects that were highlighted in the questionnaires involved the role of marketing as perceived by clients: the purpose of this section was to determine whether marketing does play a significant role in the construction industry, especially with regard to consulting engineers. Another section was produced and issued to clients to determine, specifically, whether the current marketing activities utilized by Company X are effective. The last section was sent to competitors of Company X who are well recognised in the industry, to determine whether they use marketing to gain competitiveness.

The following chapter, i.e. chapter five, will present the conclusions and recommendations of the study.

CHAPTER 5