Eveliina Manninen

Ms. Eveliina Manninen

University of Jyväskylä, Jyväskylä, Keski-Suomi, Finland
orcid

Research Focus & Metrics

Academic Career Length

5Years (2022-Present)

(Calculated once Scilit publication data is synced: current year − year of first publication + 1)

Representative Publications

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25 December 2023 in Teaching and Teacher Education
Verified
Journal Article
Open access
NPNataša Pantić
Nataša Pantić
MSMarc Sarazin
Marc Sarazin
TCThibault Coppe
Thibault Coppe
DODidem Oral
Didem Oral
EMEveliina Manninen
Eveliina Manninen
SLShupin Li
Shupin Li

8 December 2022 in Education Sciences
Verified
Journal Article
Open access
PDF file
EMEveliina Manninen
Eveliina Manninen
PHPäivi Hökkä
Päivi Hökkä
TMTarnanen Johanna Mirja
Tarnanen Johanna Mirja
KVKatja Vähäsantanen
Katja Vähäsantanen
In recent decades, increased diversity and migration have challenged school staff members’ ways of working. This study aimed to identify the challenges faced by Finnish school staff in supporting students with migrant backgrounds, and to elaborate on how they enact professional agency toward these challenges. The data consist of 15 thematic interviews with staff members across various work positions in two Finnish lower secondary schools. Based on thematic analysis, the challenges within the staff community and the education policies were found to include the following: (1) the diversification of students makes tensions more visible in the staff community, and (2) inflexible education policies restrict support processes. In these challenges, staff members practiced professional agency via a focus on their own work level, relying on certain colleagues, and trusting their own professionalism, under strong autonomy tradition. However, outside of their own work level, staff members prefer to adapt to the conditions by compromising, and they seem have not strong participation in higher decision-making. As a conclusion, it would be valuable to resource time expressly for establishing new practices, strengthen head teachers’ ability to promote a culture of shared leadership, while clarifying the boundaries of pedagogical autonomy, and facilitate the participation in higher decision-making.