Successful career plateauing for middle managers.

The supply of promotional opportunities in large U.S. corporations has declined, particularly at the middle management level. As a result, many employees face a low likelihood of further promotions (a plateau) earlier in their career than expected. Career plateauing is believed to have negative consequences for individuals, though previous research has been inconclusive. Using improved measures, I tested two theoretical processes that explain negative effects of plateauing: (1) psychological (loss of valued rewards), and (2) social/structural (lack of communication and support). Both processes were supported based on surveys of 373 U.S. and European Managers in one large company. Still, some managers were successfully plateaued, in terms of effective job performance, high job satisfaction, or high satisfaction with life in general. I used a subjective plateauing measure (individual's perceived likelihood of promotion) and an objective measure (time since last promotion relative to average). Unlike previous research, these measures differentiate plateauing status from age and job tenure. Managers who were plateaued on both measures had more negative outcomes than those plateaued on only one measure. Compared to nonplateaued managers, plateaued managers reported lower motivation, but did not differ in organizational commitment, role understanding, or structural empowerment. Plateaued managers were less satisfied with their jobs, but not with life in general. Supervisors and peers gave lower performance ratings to plateaued managers, but subordinate and self ratings did not differ. Career orientation (valuing promotions versus other career aspects) moderated the effect of plateauing on some outcomes. The climate for plateauing (shared perceptions of the cause, importance, and consequences of plateauing) did not moderate plateauing effects. To help plateaued employees succeed, organizations should change negative stereotypes about their abilities, provide the same type of support needed by all employees (e.g., supervisor support), and in particular, provide work that the plateaued employee finds challenging.Ph.D.ManagementOccupational psychologyPsychologySocial SciencesUniversity of Michigan, Horace H. Rackham School of Graduate Studieshttp://deepblue.lib.umich.edu/bitstream/2027.42/128983/2/9308305.pd