Revisiting Career Plateauing

Abstract

Career plateauing occurs when employees reach a position in the organization from which they are unlikely to be promoted further. Many reasons have been identified as causing plateauing including inappropriate abilities/skills, stress and burnout, flatter organizations, slow company growth, and even slower economic growth. Career plateaux may be organizational or personal. Examines life‐cycle theories of plateauing and succession and examines four managerial career states which are based on the two dimensions of succession: current performance and future potential. The four states include learners, stars, solid citizens and dead‐wood. Suggests some strategies for organizations to deal with plateauing at each of the four states. Explores the relationship between plateauing and performance with the conclusion that knowing a manager′s likelihood of promotion is useful in attaining better job performance. Explores the relationship between plateauing and mobility with results indicating that few differences exist between plateaued and non‐plateaued managers in terms of satisfaction and mobility. Age seems to play a role in these factors. Finally, the relationship between plateauing and strategy indicates that a relationship exists and there is a need for organizations to devise strategies to manage key personnel careers at each plateau state. Suggests 12 recommendations to prevent ineffective plateaued employees.

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