Business Strategy and the Management of Plateaued Employees

Slocum, John W.; Cron, William L.; Hansen, Richard W.; Rawlings, Sallie

doi:10.5465/256065

Cited by 13 publications

(14 citation statements)

References 16 publications

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“…It may be that emotional health has multiple determinants, work experiences being only one of many. In addition, other research findings (Burke, 1989;Viega, 1981;Slocum et al, 1985;Carnazza et al, 1981) indicate that career plateauing need not be a negative experience. Finally, plateauees may learn how to adapt or cope with this career status with little emotional or physical health consequences (see Elsass and Ralston, 1989).…”

Section: Discussionmentioning

confidence: 98%

Examining the career plateau among police officers

Burke

Mikkelsen

2006

Policing: An International Journal of Police Strategies &Amp; Management

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2014),"The mediating role of job content plateau on the relationship between work experience characteristics and early retirement and turnover intentions", Personnel Review, Vol. 43 Iss 3 pp. 350-376 http://dx.If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -This study aims to examine the career plateau by comparing police officers having 15 or more years of service who had been promoted with police officers having 15 or more years of service who had not. Design/methodology/approach -Data were collected from 389 police officers in Norway using anonymously completed questionnaires, a 62 percent response rate. Findings -Plateaued officers were younger, had less police tenure and were more educated than were non-plateaued officers. Plateaued officers also reported less favorable work outcomes and greater cynicism. The two groups of officers indicated generally similar levels of psychological health suggesting that potential negative consequences of the career plateau were limited to the workplace. Research limitations/implications -All data collected using self-reports raising the possibility of common method bias. Study needs to be replicated in police forces in other countries. Practical implications -Suggestions for reducing the negative effects of the career plateau are offered.Originality/value -The study extends research on the career plateau to police organizations

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Section: Discussionmentioning

confidence: 98%

Examining the career plateau among police officers

Burke

Mikkelsen

2006

Policing: An International Journal of Police Strategies &Amp; Management

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“…However, when firms rely on offshore outsourced work, further advancement within the organisation becomes more unlikely (Wickramasinghe, 2009), and employees have to face the fact that they have to stay in the same position longer than expected (Nachbagauer and Riedl, 2002). The literature defines two measures of hierarchical plateau as objective measurement and subjective measurement (Gould and Penley, 1984;Nachbagauer and Riedl, 2002;Slocum et al, 1985;Veiga, 1981). The objective measurement of hierarchical plateau relies on the length of an employee's tenure in the current job (Slocum et al, 1985).…”

Section: Career Plateaumentioning

confidence: 99%

“…The literature defines two measures of hierarchical plateau as objective measurement and subjective measurement (Gould and Penley, 1984;Nachbagauer and Riedl, 2002;Slocum et al, 1985;Veiga, 1981). The objective measurement of hierarchical plateau relies on the length of an employee's tenure in the current job (Slocum et al, 1985). Although job tenure does not directly assess whether an individual has reached a plateau, it appears reasonable to assume that a long time in one position indicates limited prospects for upward mobility (McCleese and Eby, 2006).…”

Section: Career Plateaumentioning

confidence: 99%

Impact of career plateau and supervisory support on career satisfaction

Wickramasinghe

Jayaweera

2010

Career Development International

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to examine the effect of career plateau (hierarchical plateau and job content plateau) and supervisory career support on career satisfaction. Design/methodology/approach -A random sample of 119 IT professionals employed full-time in offshore outsourced IT firms in Sri Lanka responded. Multiple regression was used for the data analysis. Findings -Supervisory career support significantly predicts career satisfaction. However, hierarchical plateau and job content plateau do not significantly predict career satisfaction. Originality/value -Although IT employees attached to the offshore IT firms may be identified as a unique population worthy of empirical investigation, details on how they actually manage their careers remain obscure. The findings of the study provide interesting implications for individuals' career satisfaction and will be a source of general guidance in stimulating future research in this area.

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“…self-reported job performance or self-reported supervisory ratings (Near, 1985;Gerpott, Domsch, & Keller, 1986;Gerpott & Domsch, 1987). Significant differences have also not been found in either life satisfaction for plateaued employees or feelings of psychological success, a related concept (Hall, 1985;Near, 1985;Rogers, 1993;Slocum, Cron, Hansen, & Rawlings, 1985). Regarding job satisfaction, findings are mixed.…”

Section: Effects On Outcomesmentioning

confidence: 99%

How human resource practices can help plateaued managers succeed

Ettington¹

1997

Hum. Resour. Manage.

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Business Strategy and the Management of Plateaued Employees

Cited by 13 publications

References 16 publications

Examining the career plateau among police officers

Examining the career plateau among police officers

Impact of career plateau and supervisory support on career satisfaction

How human resource practices can help plateaued managers succeed

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