Exploring the career progression of women in the Sefwi Wiawso Municipal Assembly

Abstract

This qualitative case study investigates women’s career progression within the Sefwi Wiawso Municipal Assembly, guided by three research questions: (1) What are the lived experiences of female employees regarding their career progression? (2) What institutional, personal, and socio-cultural factors influence their advancement? and (3) What strategies do they propose to enhance career progression opportunities? The study is grounded in Max Weber’s Theory of Bureaucracy, Resilience Theory and Career Motivation Theory. The study initially adopted a census approach targeting all 37 females permanent staff. However, data collection concluded at 25 participants when thematic saturation was reached, as no new insights were emerging. Data were generated through 12 semi-structured interviews and 4 focus group discussions, with the Human Resource Officer serving as a key informant. The data were analysed using thematic analysis. Findings reveal persistent experiences of delayed promotion, limited upward mobility, and perceived lack of transparency in evaluation processes. Institutional barriers including weak enforcement of merit-based promotion systems, bureaucratic delays, and informal power dynamics combine with socio-cultural pressures, particularly the tension between family responsibilities and career advancement, to constrain women’s progression. Despite relatively high educational attainment among participants, promotion rates remain below 5%, indicating structural stagnation. Participants proposed institutional reforms, including strict enforcement of Local Government Service promotion guidelines, targeted leadership training through the Institute of Local Government Studies and the formal integration of structured mentorship into performance appraisal systems. The study concludes that sustainable progress requires institutional accountability rather than reliance on individual resilience alone. Specifically, the researcher recommends leveraging the newly established University of Local Government and Development (ULGD) for specialized degree-level certifications to bridge identified technical skills gaps.