The glass ceiling in Irish healthcare: a nursing perspective

A longitudinal investigation of the glass-ceiling in nursing

Purpose

The purpose of this paper is to present a longitudinal, qualitative study exploring changes in the attributional constructions of sense-making in the perceptions and lived experiences of the glass-ceiling among a cohort of female mental health nurses in the National Health Service who participated in a 12-month multi-faceted career and leadership development pilot programme compared to a matched control group.

Design/methodology/approach

The authors interviewed 27 female mental health nurses in the UK who participated in a multi-faceted development programme specifically designed to support female nurses secure career advancement and 27 members of a matched control group who did not experience the programme. Participants engaged in semi-structured telephone interviews at three separate time points (six months apart) over a 12-month period.

Findings

Programme participants differed in their attributional constructions of sense-making in relation to the glass-ceiling over time compared to the matched control group, e.g., triggering understandings and awakenings and re-evaluating the glass-ceiling above when promoted. Findings are used to theorise about the glass-ceiling as a concept that shifts and changes over time as a function of experience.

Practical implications

Practical implications include important organisational outcomes in relation to fostering the career advancement and retention of talented female leaders at all career stages.

Originality/value

The authors present the first known longitudinal, qualitative study to explore changes in attributional constructions of sense-making in perceptions and experiences of the glass-ceiling among female nurses over time compared to a matched control group.

Theoretical Framework of Glass Ceiling

Working women worldwide have faced career difficulties. Examples of this include women academic leaders in India where negative cultural beliefs about women moving to the top-management positions (also referred to as glass ceiling) still exist. Although they are highly educated and competent workers, they have unequal opportunities to be organizational leaders or top executives. Academic women with greater knowledge and abilities can actually perform as academic leaders, and they can support educational development of the country. Government and educational institutions should realize the potential of academic women and provide them with equal opportunities for career advancement in organizations. In order to get a better understanding of glass ceiling of India’s women academic leaders, the concepts and theories related to glass ceiling, particularly in the Asian context, are discussed in this article. It provides a theoretical framework of glass ceiling which is based on two theories of justice, namely Rawlsian theory and utilitarian theory. Educational institutions that more effectively apply the theoretical framework of justice to their management practices are hypothesized to have lesser glass ceiling problems than others.

'How do we know if this is the best?' Mental health-care professionals' views on national guidelines for psychosocial interventions

National guidelines are released regularly, and professionals are expected to adopt and implement them. However, studies dealing with mental health-care professionals' views about guidelines are sparse. The aim of the present study was to highlight mental health-care staff's views on the Swedish national guidelines for 'psychosocial interventions for schizophrenia or schizophrenia-type symptoms' and their implementation. The study took place in the southeast parts of Sweden, and data were collected through five group interviews consisting of 16 professionals working either in the county council or in the municipalities. The transcribed text was analysed by content analysis, revealing two categories. The first category 'a challenge to the practice of care as known' reflected that the release of guidelines could be perceived as a challenge to prevailing care and culture. The second category 'anticipating change to come from above' mirrored views on how staff expected the implementation process to flow from top to bottom. To facilitate working in accordance with guidelines, we suggest that future guidelines should be accompanied by an implementation plan, where the educational needs of frontline staff are taken into account. There is also a need for policy makers and managers to assume responsibility in supporting the implementation of evidence-based practice.

Once-a-week psychiatric ward round or daily inpatient team meeting? A multidisciplinary mental health team's experience of new ways of working

Evidence indicates that while service users are dissatisfied with current ward round practices, studies of how professionals experience this practice are sparse. This study highlights staff view of the once-a-week psychiatric ward round compared to a reformed ward round taking place every weekday. Interviews were conducted at one acute psychiatric ward in north-west England. Our analysis revealed a core theme, 'forming a new way of working', which could be understood from three themes. The theme, 'bound by tradition', emphasized how the traditional ward round represented a double-edged sword: it provided a safe structure, but it also highlighted a shared awareness of an urgent need to leave old ways of working behind. The process of change became discernable in the themes 'juggling the change' and 'light at the end of the tunnel', which showed that restructuring the traditional ward round was both possible and valued. We found that staff views on ward rounds are more complex than had been earlier understood, but new ways of working can be implemented, if the impact of tradition, the process of change, and the time to bed down are taken into account.