• Chantal Mutoni
• Eugenia Nkechi Irechukwu

This study examines team ethical behaviors on project performance, the case of Rwanda Development Organization (RDO). This study aimed specifically at analyzing the influence of team responsibility on RDO projects performance in Rwanda; to assess the effects of team honesty on the effectiveness of RDO projects performance in Rwanda; to measure the contribution of team respect on RDO projects performance in Rwanda; and to assess the effect of team fairness impact on RDO projects performance in Rwanda. This study is significant to project managers since they will benefit from this research by gaining an understanding of project team ethical that effectively impact project performance. The findings of this study will go a long way in improving the project ethical practices in projects and particularly in Rwandan parliaments where they may develop policies to improve project performance. This study expected to answer the questions arising from the application of ethics in many projects to improve project performance. The current research used correlational research design and quantitative approach and the target group includes all 100 employees of Rwanda Development Organization (RDO) operating in Rwanda. A sample of all 100 participants from the census was collected. Questionnaires were utilized to gather information for this survey. Inferential as well as descriptive statistics were applied in this study, by using SPSS (version 23.0) software to evaluate the data that had been gathered. The study found that there is a strong positive correlation, suggesting that as team responsibility within the team ethical behaviors increases, project performance tends to increase as well. The p-value (Sig.) is very low (0.000), which means this correlation is statistically significant at the 0.01 level (2-tailed); as team honesty increases, project performance tends to increase as well and similar to team responsibility, the p-value (Sig.) is very low (0.000), signifying that this correlation is statistically significant at the 0.01 level (2-tailed); as team respect within the team ethical behaviors increases, project performance is likely to increase with low p-value (0.000) which indicates that this correlation is statistically significant at the 0.01 level (2-tailed). The Pearson Correlation between fairness and project performance is 0.829, indicating a very strong positive correlation. This suggests that as fairness within the team ethical behaviors increases, project performance is highly likely to increase as well. The very low p-value (0.000) confirms that this correlation is statistically significant at the 0.01 level (2-tailed). The conclusion that Team responsibility, Team honesty, Team respect, and Team fairness have statistically significant and positive impacts on Project Performance was taken; these team ethical behaviors within the project enhance Project Performance. The study recommended that project management should promote team building; this would influence success of project performance and provide quality service to the customers and meet their expectations.

Ethical conduct, Project performance, Team ethical behaviors, Team responsibility, Team honesty

"Team ethical Behaviors and Project Performance A Case of Farm to Market Alliance Project in RDO", International Journal of Emerging Technologies and Innovative Research (www.jetir.org), ISSN:2349-5162, Vol.10, Issue 11, page no.f250-f260, November-2023, Available :http://www.jetir.org/papers/JETIR2311528.pdf

"Team ethical Behaviors and Project Performance A Case of Farm to Market Alliance Project in RDO", International Journal of Emerging Technologies and Innovative Research (www.jetir.org | UGC and issn Approved), ISSN:2349-5162, Vol.10, Issue 11, page no. ppf250-f260, November-2023, Available at : http://www.jetir.org/papers/JETIR2311528.pdf