| description abstract | Ethical decision-making is a critical issue in the construction industry, where stakeholders often face complex situations that require balancing safety, integrity, efficiency, and legal compliance. This study explores the effectiveness of ethics training in the construction industry by employing electroencephalogram (EEG) to assess participants’ cognitive engagement during training sessions. Participants responded to ethics-related scenarios based on cases from the National Society of Professional Engineers Board of Ethical Review, which present real-world dilemmas with legal and ethical implications. Using power spectral density analysis, the study examined theta (4–8 Hz) and beta (13–30 Hz) frequency bands, which are recognized markers of cognitive engagement and decision-making processes. Three objectives guided the analysis: (1) monitoring continuous cognitive engagement, (2) evaluating task-specific neural responses during ethical decision-making scenarios, and (3) examining the impact of training time blocks (morning, noon, evening) on neural activity. Results revealed heightened cognitive engagement during ethical scenarios involving legal consequences, such as safety violations and conflicts of interest. Although no statistically significant differences were found across training time blocks, distinct cognitive patterns suggest the potential of EEG as a tool for informing the design of ethics training programs tailored to the neural demands of ethical decision-making. This study examines the impact of ethics training on brain activity, providing practical implications for its application in the construction industry. The research demonstrates how to develop more effective programs that support ethical decision-making and legal compliance by utilizing EEG to measure cognitive engagement during training. Specific patterns in brain activity (theta and beta waves) suggest ways to improve training to boost engagement and retention. One key takeaway is the need to adjust ethics training to match mental workload and times of day when employees are more focused. Although no major differences were found between training times, subtle variations in brain activity hint that scheduling sessions during peak focus times could improve learning. Using EEG during training can also help organizations monitor session effectiveness in real time and make ongoing adjustments to improve results. By incorporating these findings, training programs can better connect cognitive processes to behavior, addressing challenges like handling ethical dilemmas, making decisions under stress, and following legal standards. These improvements can help create a more ethical and compliant workforce, enhancing project success, organizational reputation, and public trust. | |
