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Facilitation and Task Facilitation are important components of healthy supervisory/managerial relationships among higher education professionals. Juniors are guided by superiors who play a supervisory/managerial role in professional development. The purpose of this paper is to examine the impact of Interaction Facilitation and Task Facilitation on supervisory/managerial relationships among higher education professionals.

The Human Synergistics International Organizational Effectiveness Inventory® was used to survey faculty and administrators at public and private higher education institutions. The authors analyze Interaction Facilitation and Task Facilitation, which focuses on people-oriented and task-oriented skills, respectively.

The authors demonstrated the negativity of current organizational cultures on organizational effectiveness measures in higher education institutions. The authors analyze Interaction Facilitation and Task Facilitation, which focuses on people-oriented and task-oriented skills, respectively. Results revealed average scores for both measures fell undesirably below the Historical Averages and Constructive Benchmarks in private and public not-for-profits, private for-profits, faculty, administrators, males and females.

To increase follower satisfaction and improve task and contextual performance in higher education institutions, the authors recommend defining the leader’s influence within supervisory/managerial relationships, increasing flexibility in contextual/situational factors, clarifying the role of supervisors, aligning individual and organizational goals in millennials, and maintaining collegiality.

The findings suggest that organizational effectiveness in higher education institutions may benefit from thoughtful revision of leadership strategies, better alignment of individual with organizational goals, and continuous cultivation of constructive organizational cultures.

This study has identified the need to ameliorate the practice of Interactive Facilitation and Task Facilitation styles in higher education institutions. Ineffective supervisory/management styles in higher education have a negative impact on the organization cultures reducing the practice of constructive work behaviors.

This paper aims to clarify the meaning of children’s participation in the relationship between children’s individual action and the social treatment and consequences of this action. For this purpose, the paper explores the integration of different theoretical approaches that can shape research on children’s participation, looking at interactions, complex social systems that include interactions, and narratives that are produced in these complex social systems. This integration allows the understanding of the ways in which children actively participate in communication processes, social structures condition children’s active participation, and children’s active participation can enhance structural change in social systems, through the implementation of promotional communication systems. The paper highlights the following paradox: the relevance of children’s action for social change depends on the relevance of adults’ action in promoting children’s actions. This theoretical perspective is exemplified in the case of promotion of children’s active participation in the education system through the empirical analysis of cases of videotaped and transcribed interactions, highlighting facilitation systems of classroom communication. The analyzed data are based on a field research in Italian classrooms regarding a specific methodology of facilitation of communication. The analysis of these data shows the ways in which the facilitation system creates the paradoxical relationship between structures that condition children’s active participation and children’s active participation that enhances structural change. The paper highlights a new way of dealing with children’s participation, based on a social constructionist, systemic, and interactionist approach.

This paper responds to calls from the literature for research identifying the difference between the effect of internal agents and external agents, such as customers, suppliers and government on sustainable supply chain management (SSCM). The paper also determines whether there is a dynamic or interactive relationship between the two types of agents.

Activity theory was used as the theoretical framework for understanding how internal and external agents affected both SSCM motivation and facilitation and possible interactions between the two. A cluster analysis identified how internal and external agents affected SSCM initiatives, interactions, the conditions under which this occurs and the mechanisms of this effect.

Internal and external agents differ in the type, sequence and diversity of their effect on SSCM. While external agents had both an SSCM motivating and facilitation effect, internal agents only had a facilitating effect. Customers were only a significant SSCM motivation in 35% of the cases. Government regulations had a dynamic effect, changing from motivation to facilitation as the SSCM initiative developed. External agent SSCM motivation and facilitation were more internalized in organizations which were more internationally oriented.

Local institutional frameworks motivate and facilitate SSCM initiatives, while head office initiatives and international best practice agencies encourage an integrated combination of external agent motivation and facilitation and internal facilitation.

The findings extend the SSCM literature by identifying the processes of agent SSCM motivation and facilitation, the dynamic nature of agent SSCM effects and the mechanism through which externally motivated and facilitated SSCM becomes internalized.

This study aims to identify the underlying dimensions of hospitality organizational climate and then measure the influence of it on employee turnover tendency.

Data were obtained from 504 employees across 18 upscale hotels in India. Factor analysis was adopted to identify the organizational climate dimensions and its influence on turnover tendency was measured by SEM. One-way ANOVA tested the hypothesis related to the perceived differences among the employees regarding turnover intention.

Result supports the hypothesized relationship between the constructs that the identified organizational climate structure have strong inverse relationship with employee turnover tendency and its dimension “leaders facilitation and support” was found to influence turnover intention the most, followed by “cohesion, clarity and objectivity of system,” “esprit of profession, organization and workgroup” and “job challenge, variety and feedback.” Results also determined differences among the hotel employees of different job levels and gender regarding turnover tendency.

Study reveals that employee turnover tendency is predominantly influenced by the identified factors of organizational climate and more among the male frontline employees and attrition reduces with age and position. This knowledge will help the hotel's management in designing strategic HRM to control attrition.

This study is the first to establish an organizational climate measure of hotel industry in India and opens scope for future research. It also draws attention to the relationship of organizational climate with turnover tendency.

This study, completed in 1990 shortly before the Iraqi invasion, analyses some of the organizational and psychological determinants of employee turnover in Kuwait. The study is based on a sample size of 190 full‐time employees taken from governmental, private and shared sector organizations. A statistical analysis of the data indicates that organizational factors have a much more direct effect on the employee turnover rate than psychological factors. In addition, job characteristics, patterns of leadership and job motivation were the strongest predictors of voluntary job termination (employee turnover).

With the many challenges facing retailers, continued attention should be given to the effective and efficient performance of retail personnel. It is unknown how various organisational strutures which result from reorganisation affect psychological climate beliefs and individual's motivation among retail managers. Among the antecedents of motivation, psychological climate has been regarded as one of the most significant contributors to an individual's motivation. The conceptual framework was the Vroom Expectancy Theory (VIE) of Work Motivation (1964). The purpose of the study was to examine the effect of management group structure and demographic characteristics on psychological climate and work motivation of management personnel within the retail industry as illustrated by the experience of a department store with substantial apparel interests. Results confirmed that three subscales of psychological climate (Job Importance, Leader Goal Emphasis, Organisational Identification) in the presence of management group structure and age were significant in predicting work motivation. Results from ANOVA provided evidence that six of the 13 psychological climate subscales were significantly different across management groups. Contrast statements provided evidence that there was a difference between management groups on the six significant psychological climate subscales. Work motivation did not appear to differ significantly across retail management groups. This suggests that human resource strategies for the retail environment can be developed by analysing the store's work environment, examining the reward structure, and examining each management group structure to determine how retail organisations can encourage employee retention.

Female leader is a major topic in the male of today that’s hardly getting attention. World today needs women in more positions of leadership. Today’s organizations need effective and agile leaders who understand the complexities of the rapidly changing global environment. This situation requires urgent attention as the world needs female as well as male characteristics to address global issues. Women represent half of the modern world’s abilities and population. They are important for economic and social prosperity for the world. Women carry a viewpoint that respects not only competitiveness but also organizational and team cooperation. Their female ideals are a functioning structure of new, cooperative and open economy. Eventually, the leadership of women will not only boost business, family and culture, but also the environment that will become more prosperous and peaceful as a result. In today’s modern world many researches are conducted on global, social and cultural forces, such as globalization, e-commerce, changing markets, the spread of technology and the need for teamwork, alliances and partnerships, show a high need for women leaders. But what is the role and leadership style of female leaders here? In this context, the purpose of this study is to discuss the leadership styles and what kind of leadership style female managers exhibit in line with the literature. The research showed that female managers have more agile leadership qualities and the authors suggested that female leaders should be brought forward for the opportunity to lead others toward a better future.

This paper aims to understand the process of guest-robot value co-creation in the restaurant context. It empirically examines the guest perception of value facilitation by service robots and its impact on guest value co-creation and advocacy intentions. It also investigates the moderating role of interaction comfort in the relationship between service robot value facilitation and guest value co-creation.

A mixed-methods approach was adopted. Ten customers who had dined at a service robot restaurant in China were interviewed in the qualitative study, followed by a quantitative study with 252 restaurant patrons to test the relationships between service robot value facilitation, guest value co-creation, interaction comfort and advocacy intentions.

Guest perceptions of six robot attributes, including role significance, competence, social presence, warmth, autonomy and adaptability, determine service robot value facilitation. Interaction comfort moderates the influence of service robot value facilitation on guest value co-creation. Additionally, guest value co-creation mediates the effect of service robot value facilitation on advocacy intentions.

This study offers an understanding of six robot attributes that can improve service robot value facilitation. Nevertheless, the authors collected data from guests who had experience at service robot restaurants. The authors encourage future research to use random sampling methods to ensure study representativeness.

This study offers strategic guidance for managers to deploy service robots in frontline roles in restaurants and provides important implications for service robot design to improve their facilitating role in the guest value co-creation process.

This study responds to a recent call for research on the role of service robots in the guest value co-creation experience. Unlike prior studies that focused on the adoption or acceptance of service robots, it examines the role of service robots in the value co-creation process (post-adoption stage). Furthermore, it is one of the early studies to identify and empirically examine the service robot attributes that enable value facilitation and foster value co-creation in guest-robot service encounters.

The purpose of this paper is to clarify the role of organizational culture in governing the dynamics of resistance and facilitation of change by explicating the operational mechanisms underlying the Model of Organizational Change in Cultural Context (OC3 Model).

A conceptual definition of facilitation is introduced that parallels the psychosocial construction of resistance, while departing from traditional views that cast these constructs as polar opposites. Within the context of the OC3 Model, a multifaceted perspective on organizational change is advanced in which facilitation takes place alongside of, rather than in the absence of, resistance.

Two sources of resistance and facilitation are delineated, both stemming from the degree of cultural alignment of the content (strategic initiatives) and process (implementation strategies) elements of strategic change. The dynamic interplay of these independent sources of resistance and facilitation is explored within the context of the OC3 Model where the consequences of cultural alignment or misalignment are considered with respect to change implementation and linked to established theory and empirical evidence. Four interaction effects emerge from this analysis: augmentation, undermining, prevailing and immunity. A visual model illuminating the countervailing effects of facilitation on resistance is provided, along with illustrative examples derived from multiple ethnographic field studies.

Theoretical and practical implications of these interaction effects for advancing scholarship and leading organizational change are explored.

Articulating this theoretical extension of the OC3 Model provides a valuable corrective to extant theories of change that afford equal importance to all culturally embedded sources of resistance and fail to account for the counter balancing effects of facilitation.

This study empirically examines the effect of shop‐floor communication on implementation effectiveness of process management practices, and on the corresponding quality performance gained through process management implementation. It deals with four types of communication on the shop floor (small group problem solving, feedback, instructive communication, supervisory interaction facilitation) and three process management practices (process control, preventive maintenance, housekeeping).

Analysis of variance (ANOVA) and regression techniques were used to test the hypothesized relationships. Data were collected from 238 manufacturing plants through a questionnaire survey conducted in eight countries to develop reliable and valid measurement scales for operations management.

The statistical results demonstrate the positive effect of shop‐floor communication on the implementation of process management practices and the resultant quality performance. The results also suggest that each type of shop‐floor communication differently affects the way in which process management practices are implemented to influence quality performance.

Although the existing literature of quality management highlights the importance of communication and information management for the successful implementation of quality management, little detailed study has been conducted on how specific types of communication support quality management practices to obtain quality performance. This study contributes to the literature by breaking down communication into four types and providing specific empirical evidence on the relationship between each type of communication, process management practices, and quality performance.