Managing the Career Plateau

Ference, Thomas P.; Stoner, James A.; Warren, E. Kirby

doi:10.2307/257512

Cited by 94 publications

(79 citation statements)

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“…These employees may lack professional or technical skills. Others may even reject promotion because they feel bored with their current job even though they have the competence and ability to perform well (Ference et al, 1977). Hierarchical (or structural) plateauing represents a point at which the likelihood of hierarchical advancement is low (Ference, Stoner, & Warren, 1997).…”

Section: Operationalizationmentioning

confidence: 99%

“…While life plateauing describes an individual's feeling of being trapped or stuck in their roles outside of work (Allen, Russell, Poteet, & Dobbins, 1999;Bardwick, 1986) 2.1.3. Related Studies Ference et al (1977) have conducted an outstanding research on CP. Their system about employees' present performance and possibility of future promotion represented the main concerns of their research to understand the tendency at managerial level.…”

Section: Operationalizationmentioning

confidence: 99%

“…Therefore, remaining employees will likely face the reality of fewer promotions. As a result, some find themselves experiencing a hierarchical plateau, a point at which the likelihood of hierarchical advancement is low (Ference, Stoner, & Warren, 1977). The longer an employee remains in the same position, the more likely s/he will experience a job content plateau, which can occur when employees become fed up with their jobs (Bardwick, 1986).…”

Section: Introductionmentioning

confidence: 99%

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A Study on Career Plateauing, Organizational Commitment and Organizational Citizenship Behavior of Taiwan-Based Expatriates: A Holistic Approach to International Mobility

Badiane

2016

ijhrs

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The purpose of this research was to examine relationships among Career Plateauing, Organizational Commitment and Organization Citizenship Behavior. Two dimensions of career plateauing were measured subjectively from Milliman. Organizational commitment was measured using measures from Meyer and Allen. Organizational citizenship behavior was measured using the tools developed by Organ. Online and pen-and-paper based surveys were used to collect data. Mean, Standard Deviation, t-Test, Analysis of Variance, and Pearson's Correlation were used to analyze data; a total of 102 questionnaires were collected. The findings summarized as follows:1. Career plateauing and job content plateauing were significantly and negatively correlated with affective commitment, but not continuous commitment. The strength of the correlation is medium.2. Career plateauing was not significantly correlated with Organizational Citizenship.3. Significant and negative correlation was found between Sportsmanship and Continuous Commitment. Significant and positive correlation found between Courtesy and Affective Commitment. The strength of the correlations was low.

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Section: Operationalizationmentioning

confidence: 99%

Section: Operationalizationmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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A Study on Career Plateauing, Organizational Commitment and Organizational Citizenship Behavior of Taiwan-Based Expatriates: A Holistic Approach to International Mobility

Badiane

2016

ijhrs

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“…So, Balkin and Gomez-Mejia Variety of lifecycle models makes it difficult to achieve consensus on a number of stages and defined time of their turnover. As an example, we can refer to models used for industry (Porter, 1983;Moore, 1991), manufactured product (Levitt, 1965), company or economic agent (Gupta and Chin, 1993), personnel (Ference, Stoner and Warren, 1977), population of organizations (Hannan and Freeman, 1977;Hannan and Freeman, 1978), information and knowledge (Sugumaran and Tanniru, 2002), dynamic capacities (Helfat and Peteraf, 2003) and so on. However, even for models from the same group of research subjects, it is impossible to identify similar messages for justification of the number of stages, much less attributes of each of them.…”

Section: Literature Reviewmentioning

confidence: 99%

Risk and uncertainty in concept of corporate lifecycle

Kuzmin

2017

Problems and Perspectives in Management

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Regularly changed destructive periods in organizational development mean that the lifecycle exists. A nature of its formation hides a number of important conceptual regularities. One aspect of these trends is relationship between distribution of uncertainty and risks in lifecycle models, underlying motives of their formation and determining participation in development of organizational immunity. A closer definition of these issues is an objective of this research. The paper reviews the history of the lifecycle concept, gives its analysis and possible applications in management studies. In the analytical review of literature, there is an attempt of theoretical systematization for some provisions from the concept on consistency and continuity of stages turnover, on conditions of their identification and a nonlinear path. For discussions of the scientific community, the author presents hypotheses of the available effect of compression (density) in development stages, as well as heterogenic risk concentration. There is an assumption that economic systems have different orders for both the general and short lifecycles. Based on generalized theoretical and methodological provisions of stages in the lifecycle phases, the author attempts to combine functional and evolutionary models. The author also details distinctive features in the process of control over uncertainty and risks in the sequence of development stages.

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“…The first occurs when the perception of stuckness arises directly from the career itself -that is, where individuals perceive they have become "stuck" in their career. An obvious example would be the plateaued manager (Ference et al, 1977), someone who has progressed to a certain level and realises that s/he will not progress beyond it. A second type of career-related stuckness arises where individuals perceive themselves to be stuck in an aversive situation, which they choose to endure in calculation of longer-term career benefits.…”

Section: Introductionmentioning

confidence: 99%

The Ties that Double Bind Us: Career, Emotion and Narrative Coping in Difficult Working Relationships

Blenkinsopp

2007

Culture and Organization

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This article examines through an autoethnographic account how career aspirations and constraints may lead individuals to endure emotionally aversive situations. It presents evidence that individuals in such situations engage in emotion-focused coping through narrative, illustrated by the author"s autoethnographic narrative of a difficult working relationship which developed into a double bind situation. The paper suggests that narrative coping in response to a double bind can actually serve to reify and prolong such situations. The paper concludes that autoethnographic research does not lend itself to simple organisational solutions. Possible avenues for further research are outlined and discussed.

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Managing the Career Plateau

Cited by 94 publications

References 0 publications

A Study on Career Plateauing, Organizational Commitment and Organizational Citizenship Behavior of Taiwan-Based Expatriates: A Holistic Approach to International Mobility

A Study on Career Plateauing, Organizational Commitment and Organizational Citizenship Behavior of Taiwan-Based Expatriates: A Holistic Approach to International Mobility

Risk and uncertainty in concept of corporate lifecycle

The Ties that Double Bind Us: Career, Emotion and Narrative Coping in Difficult Working Relationships

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