Identifying the components of the glass roof and presenting its evaluation model based on the mixed exploratory approach

Subject Areas : Human Capital Empowerment

Arezoo Shafi ¹ , Hosein Fahimi Tabar ² , Mojtaba Ahmadi ³ , Seyed Hosein Danesh ⁴ , Mohammad Heidari Goujani ⁵

1 - IAU
2 - IAU
3 - I A U
4 - Human Resource Manager
5 - Department of Public Administration , Isfahan ( Khorasgan ) Branch ,Islamic Azad University , Isfahan , Iran

Received: 2021-12-14 Accepted : 2022-08-26 Published : 2022-11-22

Keywords: Glass ceiling, Mixed approach, National Iranian Oil Products Distribution Company,

Abstract :

The purpose of this study was to identify the causal conditions of glass roofs, intervening conditions and contexts affecting the creation and application of glass roofs, strategies for applying and the consequences of the glass roof phenomenon of the National Iranian Petroleum Products Distribution Company in a paradigm model and then presenting its conceptual model. Structural, external, descriptive and interpretive validity were used to evaluate the validity of qualitative data and Flint (2002) approach was used to evaluate the reliability. The results of qualitative research were classified into 5 groups: causal conditions, contextual conditions, intervening conditions, strategies and consequences. After compiling the model, the quantitative part of the research was reviewed and content validity and structure validity were used to evaluate the validity. Findings showed that hegemony of patriarchal values ​​with impact factor (0.263), male organizational policies with impact factor (0.186), management and patriarchal organizations with impact factor (0.181), acceptance and submission with impact factor ( 0.80), the pressure of expectations due to the role with the impact factor (0.171), respectively, has the greatest impact on causal factors and family with the impact factor (0.841) has the greatest impact on underlying factors and the moderating role of personality Entering organizational lobbying with an impact factor of 0.921 is the most influential factor the interventionist conditions. In addition, justification with an impact factor (0.917) was the most effective strategy in applying the glass phenomenon and the most important consequence of the glass ceiling was organizational consequences with an impact factor (0.946).

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