. Ghobad Ramezani; . Ghadir Pourbairamian; . Salime Goharinezhad; . Azam Norouzi; . Mohammad Hasan Keshavarzi; . Zohreh Sohrabi
Volume 11, Issue 8 , September 2021, , Pages 1-7
Abstract
BACKGROUND: In recent years, many changes have been observed in women’s roles inorganizations. In Iran, women face challenges to be promoted to high‑level organizational positions.The ...
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BACKGROUND: In recent years, many changes have been observed in women’s roles inorganizations. In Iran, women face challenges to be promoted to high‑level organizational positions.The present study aimed to examine the role of glass ceiling in promoting women to managerialpositions from the perspective of the faculty members at Iran University of Medical Sciences.MATERIALS AND METHODS: This research was an applied study in terms of objectives anda descriptive‑survey study in terms of data collection, variable monitoring and control, andgeneralizability. The statistical population of the study encompassed all clinical and basic sciencesfaculty members at Iran University of Medical Sciences in 2019–2020. The simple random samplingmethod was adopted, and the study instrument was the standard questionnaire of women’s beliefsabout glass ceiling developed by Smith (2012). To analyze the data, descriptive and inferential (namelypaired‑sample t‑test and one‑sample t‑test) statistics were run in the SPSS software.RESULTS: The results revealed that glass ceiling dimensions could predict 48% of the varianceof women’s promotion to managerial positions. Furthermore, a significant difference was noticedbetween men and women’s perspectives toward glass ceiling (P < 0.001); however, there was nosignificant difference between the two groups of clinical and basic sciences (P > 0.001).CONCLUSIONS: Failure to provide appropriate opportunities for qualified women to be promoted tomanagerial positions would result in nonexploitation of about half of the available capacities and talents.Women have unique abilities and soft skills in the human resource management. At the macro‑level,policy‑makers and planners to review the plans and delegation of organizational‑managerial positionsand also to further consider the role of women in managerial positions by observing gender justiceand meeting criteria such as capability and expertise.
