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The Research Question

The TASC Tower Holdings have been established to build, own and operate telecom towers, inside building sites, rooftop sites, on the base of long-term perpetual partnership with different telecom providers and distributors. TASC Tower Holdings pride themselves in providing top of the line quality services and facilities to support their clients and enable them to leverage TASC Tower Holdings best in class engineering expertise and acumen, all the while ensuring and delivering genuine financial savings and reliefs to the clients. TASC Tower Holdings was founded in 2017 by former leading engineering companies and leading tower operating mobile telecom executives. The founding members previously operated within the business premises and was tasked with the deployment and management of telecom towers in Africa, Europe and the Middle East. Today, TASC Tower Holdings is targeting the maintenance and acquisition of tower portfolios predominantly in the EMEA region, mobile operations, to be established via working in partnership with already established and existing investment funds. The Management team of TASC Tower Holdings has significant experience within the various sections of the tower industry. The team have previously deployer and managed over 15,000 towers and have set up or and managed independently various tower operating companies and portfolios in four major countries. Iyad M Mazhar is the Founder and Director, Garth Self is the co-director, and Marc Perusat is the co-director (TASC 2022). Recently, there has been a certain people management problem evident within TASC Tower Holdings. It has been found that there has been severe subordinate demotivation and a serious lack of accountability within the job role. This is a serious issue as because if there is subordinate demotivation, people will not like working under TASC Tower Holdings, and might impact the organisation negatively in many ways like lack of workflow, increase in turnover rate and so on. Similarly, lack of accountability in the job role can cause serious organisational disruptions both at the ground level as well as the top level. According to my experience, lack of accountability and subordinate demotivation can prove disastrous for any organisation and reveals the fact that the organisation is lacking in some serious fronts. Human resource is the most valuable resource within any organisation. For TASC Tower Holdings, identifying the root cause of the prevalent issues and its prevention is the key to workplace improvement (Griffin et al. 2020). This report will further dive deeper into the scenario.

Statement: The prevalent identified problem in TASC Tower Holding is that there is severe lack of employee and subordinate accountability within the organisation and the workers, subordinates and employees are primarily demotivated to work.

Question: “What is the root cause of subordinate demotivation and lack of accountability in the job role?”

What is the primary reason of subordinate demotivation?

What is the primary reason behind the lack of accountability in the job role?

What is the main reason behind the existence of people management problem?

Who are the impacted people due to the issue?

The above question is classified as a cause and relationship question, since the idea is to find the root cause of the problem (employee demotivation and lack of accountability), the various impacts of the problem, and to identify the relevant stakeholders and provide necessary recommendations (effect) (Gupta and Barua 2018).

Refining the Question



Question in details




This question applies to the subordinates, working in TASC Tower Holdings in Jordan.



“What or how?”

The intervention can be in the way of various management practices like micromanagement, specific cause related solutions, general management practices, prevalent management frameworks, techniques affecting human behaviour viz motivation, study of accountability, and so on.



“Compared to what?”

The intervention can be compared to the state of the organisation before the identification and emergence of the problem, to the state after the emergence and identification of the problem. It can also include task closure within defined deadlines.



“To achieve what?”

The first and foremost result is to mitigate and eliminate the issue. This can be done via improving team efficiency, motivation, discussion, fulfilment of assigned task within the given deadline and so on.



“In what circumstances?”

Telecom Sector, different organisational culture, large scale organisation, sales target oriented and so on.

I have gathered the above stated articles and found to be extremely helpful and relevant to the research question “What is the root cause of subordinate demotivation and lack of accountability in the job role?” The evaluation, understanding, analysis and interpretation of the articles have helped me in formulating this report and drawing up relevant recommendations for the identified problem within the TASC Tower Holdings in Jordan.

The first article by (Thanh 2022) conducts a relevant research on the reason behind the cause of low motivation in an organisation called the JAMJA Corporation. The paper outlines the critical issue of lack of employee motivation and enables the reader to understand the importance of employee motivation and how the lack of it can negatively impact the paradigm of the organisation. The article conducts a relevant research to understand the in-dept root cause of the issue within the JAMJA Organisation and provides effective recommendations for addressing the issue. This article allowed me to gather an holistic idea about the various issues, impact, effect and mitigation of people related organisational issues and problems.

The second article by (Ramadhan and Norisanti 2021) provides a detailed idea to the reader how motivation is important in the performance of the organisation. The article outlines the various direct and indirect impact of motivation on the overall development and progress of various organisations and how organisations can leverage the situation to their advantage. The paper signifies the importance of employee motivation form an organisational perspective and allows the reader to gather an in-depth knowledge and idea behind employee motivation and organisational performance. This article helped me to understand the impact of lack of employee motivation.

The third article by (Han and Perry 2020) discusses the development and incorporation of employee accountability on a multidimensional sphere. The article is crucial in understand how employee accountability can be enhanced and implemented throughout the organisation on a multidimensional model, creating several facets for accountability and employee responsibility. The paper also discusses the various ways organisations can achieve this and improve the overall governance of the organisation. This article helped me to develop my recommendations for improving employee accountability for TASC Tower Holdings.

The fourth article by (Martirosyan, 2020) is a doctoral dissertation on employee accountability presented for the California State University. The article presents a practical evidence-based approach to identify, analyse, acknowledge, evaluate and mitigate the lack of employee accountability problem. The dissertation is an extremely valuable resource as it completely breaks down the employee accountability issue and analyses the same critically to obtain a strategic course of action. This article helped me to develop the recommendation aspect of employee accountability for TASC Tower Holdings.

The fifth article by (Riaz, Akhtar and Aslam 2018) investigates the relationship between rewards and employee performance, via the enhancement of employee motivation in the telecom sector. This is an important article as it enumerates the various facets of employee motivation and establishes the link between reward, motivation and performance, The article further discusses how the telecom sector can be impacted positively via facilitation of adequate reward and remuneration system, to improve the motivation level of the employees, which in turn can better the overall performance of the telecom sector. The article has helped me to develop my approach towards employee motivation recommendation.

Question Classification

All the above mentioned evidences are relevant to this report and are critical in the completion and execution of the report for the designated people management problem.

The stakeholders refer to the individuals or groups of people who are interested in the various activities and management of an organisation (Alvarez and Sachs 2021). In this case stakeholders are all those parties who are directly or indirectly impacted by the people management problem in TASC Tower Holdings in Jordan (Shishegar, Duchesne and Pelletier 2018).

The following table offers a range of stakeholders that might be relevant to the problem


Who are they
in your case?

Explain how the stakeholders are affected by, or affect, this problem and/or your possible recommendations given their specific interests


Employees (e.g., all employees, a particular group
or groups of employees)

The subordinates, the staff and the employees of TASC Tower Holdings, Jordan

The lack of motivation and accountability is among the subordinates, and hence, they impact the organisation negatively and causes instability in the working of the organisational front. The subordinates and employees are the root cause of the problem affecting (Elg et al. 2021).

Managers (e.g., all managers, particular group
or groups of managers)

Subordinate Level Managers and Senior Managers

The Subordinate Level and Senior Level Managers experience disruption in the smooth functioning and working of the organisation, due to lack of subordinate efficiency, motivation and accountability. These severely impact the day-to-day working of the organisation as well as the major and long-term working of the Company (Alibekova et al. 2021).

Owners and investors

The Top-Level Executives and the Investors of TASC Tower Holdings, Jordan

Any issue at the lower or subordinate level, resonates to the top-level management and executives as well. This is due to the fact that the organisation is vastly interlinked and interconnected. Hence, the subordinate issues severely affect the top-level executives in managing the organisation and causes severe business disruption, and directly impacts existing investors’ confidence and a disruptive organisation reduces prospect for future investments as well.


Customers and clients

B2B Clients and Customers

The prevalent management issue can seriously reduce the clientele and the customer prospect of TASC Tower Holdings in Jordan.


Raw Materials, Equipment and Machinery, and allied Suppliers

A turbulent management issue reduces the supplier confidence and results in loss of strategic supplier partnerships and loss of economies of scale and severely disrupts the proceedings of the organisation, resulting in massive loss and setbacks (Petchrompo and Parlikad 2019).

Regulatory organisations

The Government and the Private Regulatory Body

The various management issues can subject TASC Tower Holdings under the scrutiny of the relevant government and private regulatory bodies and can project a negative image for the Company.

Local community

People of Jordan

These issues can reduce public confidence and can seriously affect the community negatively, in the form of reduced Social Impact by the Company (Mikušova and Horváthová 2019).

Particular social group

Telecom Social Group

The issues prevalent within the Company can reduce the credibility and impact of TASC Tower Holdings in Jordan and can negatively impact the Telecom Social Group of Jordan via reduced impact and development (Sipahi, Artantas and Artanta? 2021).

Society at Large

The Telecom Sector in Jordan

The Telecom Sector of Jordan will receive severe blow due to the internal issues within the TASC Tower Holdings.

To solve the problem of employee demotivation and lack of employee accountability for the job roles within TASC Tower Holding, an array of primary and secondary data is required to evaluate the situation, analyse the issues and formulate effective and relevant solutions to the scenario (Trinh 2018). Firstly, it is important to gather data on the various aspects like performance, working, functioning and so on, based on the results obtained before the identification and relevance of the issues with the employees, during the issues with the employees, as well as after the identification of the issues within the employees. This will help the organisation understand the variation and changes in the various related management facets, based on the data gathered and upon the identification of the management issues (Scott and Kline 2019). Questionnaires and interviews can be arranged with the subordinates to understand the lack of motivation and to improve the accountability of the subordinates within the job role. The answers and data gathered can be used to make necessary organisational changes, incorporate newer strategies and plans and systems of governance to mitigate the issues and introduce policies and frameworks to increase the level of direct accountability within the job roles for the subordinates and the employees of TASC Tower Holdings, Jordan (Samuels 2019). To further conduct in-depth analysis, various meta data analysis techniques can be incorporated to analyse and interpret the management issues into solvable management problems. This meta-analysis can be used to examine and extend the various theoretical models linking human resource management with organizational outcomes like on a direct impact based scenario, to find the three dimensions of HR systems (i.e., skill-enhancing, motivation-enhancing, and opportunity-enhancing HR practices) that are positively related to the parameters of human capital and employee motivation in different said and stated patterns in such a way that, in comparison among the various dimensions of the Human Resource Dimensions, it can be found that skill-enhancing HR practices are more positively related to human capital and less positively related to employee motivation. In this way meta-analysis can be conducted to find out the management practices, their relevancy and deviation from the said management issues and problems (Jiang et al. 2012). Even the top level executives can hold meetings and interviews to identify the various facets of the management issues and obtain a singular and intricate reasoning for the same. This is important to dive deeper into the situation and treat the issue from within the grassroot level (Christensen, Todahl and Barrett 2020).

Question Clarification (PICOC)

The report can provide adequate practical based recommendation to the lack of motivation and sufficient accountability problem within TASC Tower Holdings in Jordan. The recommendations are problem specific and does not implement the general management problem solving practices since the effects, cause and impact of the identified management problems are linear in nature (Liu et al. 2020). The recommendations are based on the internal stakeholders of TASC Tower Holdings in Jordan, as the problem of demotivation and lack of accountability is most relevant for the internal stakeholders of the organisation only. The Managers at every level, the Owners, Investors and the various employees and subordinated within the organisation are the most severely impacted within the organisation and hence the recommendations should be curated based on them and the recommendations should not incorporate the eternal stakeholders (Argyri 2019).

Senior Managers, Subordinate Level Managers, Owners, Directors, CEO, CFO and COO, Investors, Operational Managers, and Line Managers

Subject: Recommendations for the Lack of Subordinate Motivation as well as Adequate Accountability for Job Roles within the Organisation, for the Internal Stakeholders.

As you all know there has been a severe issue identified within the core framework and at the heart of TASC Tower Holdings, Jordan. The issue of lack of subordinate motivation and enough job role accountability, can cause serious damage to the organisation and can project the organisation on a negative light. Hence, I have identified, evaluated, analysed and acknowledged the issues prevalent within the subordinate level, and have formulated some critical and evidence-based recommendations that can help the Company to effectively deal with the issues and mitigate the same for the smooth functioning of the organisation.

To improve employee motivation, it is important to identify the cause behind demotivation. Hence, it is important to interact with the employees and gather primary data and based on that data inject relevant solution. It has been found that the lack of job satisfaction, lack of adequate benefits, development and growth within the organisation, monotonous job roles and activities, lack of perks and incentives, impressive benefits to the employees are the primary reasons behind the lack of will and motivation for the employees. Hence, the introduction of a robust organisational framework, that facilitates growth and development of the employees, with attractive perks and benefits for their services rendered can go a long way in improving employee motivation. Employees will be motivated to work as long as they are provided with adequate benefits and leverages. TASC Tower Holdings will require to create a flexible, challenging, aggressive, competitive and lucrative organisational structure to boost the employee efficiency and better the overall organisational footprint (Millar, Groth and Mahon 2018).

  • As identified, the employee accountability can be improved upon by TASC Tower Holdings in the following ways (Han and Perry 2020) –
  1. Setting expectations moving forward.
  2. Effective monitoring and evaluation of daily tasks and their progress.
  3. Providing early and often performance feedbacks.
  4. Establishing a work culture of trust and empowerment.
  5. Providing responsibilities to the employees and holding them accountable for their results.
  6. Establishing clear and lucid consequences, cause and rewards and benefits parameters.
  7. It is important to communicate the results, expectations, deviations, consequences and so on to directly establish communicated accountability.
  8. It is important to establish collective values and objectives based on which the employees can move forward.

As stated above, these are the recommendations that I suggest for the effective mitigation and elimination of the demotivation lack of accountability issues within the organisation. It should be noted that these are just recommendations and are backed by evidence-based approaches. Hence, these are the most appropriate and relevant measures that can be undertaken to avert the crisis.

I look forward to hearing back from the respected members in regards to any questions, ideas or information.

Relevant Articles

Kindly treat this email as an indicative solution to the existing problems. Looking forward to hearing back from the members.

According to me, doing this report has been a major experience and has been a real eye opener by the end of the assignment. With plethora of learning opportunities as well as research experience, this report has enabled me to think systematically and analytically about tackling the various prevalent management issues and problems. The assignment required me to formulate an evidence-based report on the prevalent management issue in TASC Tower Holdings, viz the reason behind subordinate demotivation and lack of accountability in job roles. I have been able to reformulate the management issue into evidence backed research question, to further identify and analyse the issue from the grass root level. I have successfully acquired and evaluated appropriate and relevant evidences to refine and justify my report further. Additionally, I have identified the various internal stakeholders and directly impacted parties due to the people management problem prevalent in TASC Tower Holdings, and has enabled me to understand the working of the organisation up close and learn the various facets of the issues and its relation to the stakeholders first hand. I have also identified how the people management problem affects their involved interest within the organisation. These considerations have been essential in formulating and drawing up a relevant, justifiable and suitable recommendations for mitigation of the said people management issue within the internal framework of TASC Tower Holding and for the various internal stakeholders. The recommendations facilitate the achievement of desired results within the organisation. The recommendations made are different than the usual method of tackling management and people problems to achieve change. This is because in order to achieve specific results, specific measures have to be taken, in order to understand the management problems from a singular perspective and attend to them on a singular perspective as well. This is because the prevalent problem in TASC Tower Holdings is that there is considerable lack of accountability in the job roles and prevalent employee demotivation. Now to assess these situations, reasonable and particular management strategies, models and practices are to be incorporate to treat these singular issues on the highest priority and to provide effective mitigation measures. Here general management and organisational strategies and frameworks do not apply. According to me, every management issue has to be dealt with singular outlook and approaches and is detrimental in the elimination or mitigation of the issue. This is because specific management issues have specific impacts on specific organisational attributes. Hence, the applicability of problem specific practices can only tackle the prevalent problem. Via this assessment, I have learned the importance of intricacies within an organisation and the various ways minute and specific management issues can cause massive impact on the organisation. This assessment will help me to pursue my further studies and has provided me with relevant research and evidence gathering experience that can be highly necessary during my employment opportunities and advancement and development in both professional and personal life. Lastly, I am thankful for this invaluable opportunity to present my report.


Alibekova, A., Sembiyeva, L., Petrov, A. and Nurumov, A., 2021. ORGANISATION PROBLEMS AND AUDIT OF THE EFFECTIVENESS OF INTERBUDGETARY RELATIONS. Public Policy and Administration, 20(5), pp.610-621.

Alvarez, S. and Sachs, S., 2021. Where do stakeholders come from?. Academy of Management Review, (ja).

Argyri, P., 2019. Collaborative problem solving as a critical transversal skill for the transition from the school environment to the workplace. Strategic Innovative Marketing and Tourism, pp.433-440.

Christensen, D.N., Todahl, J. and Barrett, W.C., 2020. Solution-based casework: An introduction to clinical and case management skills in casework practice. Routledge.

Elg, M., Birch-Jensen, A., Gremyr, I., Martin, J. and Melin, U., 2021. Digitalisation and quality management: problems and prospects. Production Planning & Control, 32(12), pp.990-1003.

Griffin, R.W., Phillips, J.M., Gully, S.M., Creed, A., Gribble, L. and Watson, M., 2020. Organisational behaviour: Engaging people and organisations. Cengage AU.

Gupta, H. and Barua, M.K., 2018. Modelling cause and effect relationship among enablers of innovation in SMEs. Benchmarking: An International Journal.

Han, Y. and Perry, J.L., 2020. Employee accountability: development of a multidimensional scale. International Public Management Journal, 23(2), pp.224-251.

Jiang et al. (2012) ‘How does human resource management influence organizational outcomes? A meta-analytic investigation of mediating mechanisms’, Academy of Management Journal, 55,1264–1294.

Liu, J., Dwyer, T., Tack, G., Gratzl, S. and Marriott, K., 2020. Supporting the problem-solving loop: Designing highly interactive optimisation systems. IEEE Transactions on Visualization and Computer Graphics, 27(2), pp.1764-1774.

Mikušová, M. and Horváthová, P., 2019. Prepared for a crisis? Basic elements of crisis management in an organisation. Economic research-Ekonomska istraživanja, 32(1), pp.1844-1868.

Millar, C.C., Groth, O. and Mahon, J.F., 2018. Management innovation in a VUCA world: Challenges and recommendations. California management review, 61(1), pp.5-14.

Petchrompo, S. and Parlikad, A.K., 2019. A review of asset management literature on multi-asset systems. Reliability Engineering & System Safety, 181, pp.181-201.

Samuels, F., 2019. Tips for collecting primary data in a Covid-19 era. London: Overseas Development Institute.

Scott, K.M. and Kline, M., 2019. Enabling confirmatory secondary data analysis by logging data checkout. Advances in Methods and Practices in Psychological Science, 2(1), pp.45-54.

Shishegar, S., Duchesne, S. and Pelletier, G., 2018. Optimization methods applied to stormwater management problems: a review. Urban Water Journal, 15(3), pp.276-286.

Sipahi, E., Artantas, E. and Artanta?, E., 2021. The organisation of Social Services. productivity management, 26(1), pp.426-439. 2022. TASC Towers. [online] Available at: Accessed 15 March 2022.

Trinh, Q.D., 2018, April. Understanding the impact and challenges of secondary data analysis. In Urologic Oncology: Seminars and original investigations (Vol. 36, No. 4, pp. 163-164). Elsevier.

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