CLICO Case Study

Pie Chart 2 shown above illustrates management competencies at CLICO, Proactive Work Management, and Problem Solving and Empowering skills amongst the Team Leaders.

The data has shown 42% being “Reasonable” while 52% who require “Development Need” and 6% who displayed “Effective” management competencies. Due to lack of motivation, team leaders are complacent in their duty in achieving the organization goals they are not keen on empowering their employees and do not practise proper proactive work management.

In an article by Kahreh, M., Ahmadi, H., & Hashemi, A. (2011) it states that “Many studies define empowerment as intrinsic task motivation (e.g., Conger & Kanungo, 1988; Thomas & Velthouse, 1990) or motivation reflective of the person–environment fit (Zimmerman, 1990). In other literature,

Through this employee’s commitment towards work decreases (Malik, 2011).

Each employee should be clear about his or her role in the organization. Unfortunately, employees’ experience a lack of role clarity, commonly called, role ambiguity. According to Breaugh and Colihan (1994), employees are often unclear about how to do their jobs, when certain tasks should be performed and the criteria by which their performance will be judged. Role ambiguity is simply due to poor communication between both supervisors and subordinates or among members of work groups.

Since the “event” in 2009 employees has experienced mistrust from management that led to the collapse.” Mistrust is positively correlated with high role ambiguity, which leads to inadequate interpersonal communications between individuals and psychological strain in the form of low job satisfaction, decreased well-being and a feeling of being threatened by one’s superior and colleagues (Kahn et al. 1964; French and Caplan