TY  - JOUR
AB  - 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.
VL  - 9
IS  - 5
SN  - 0268-3946
DO  - 10.1108/02683949410066318
UR  - https://doi.org/10.1108/02683949410066318
AU  - Appelbaum Steven H.
AU  - Finestone Dvorah
PY  - 1994
Y1  - 1994/01/01
TI  - Revisiting Career Plateauing: Same Old Problems – Avant‐garde Solutions
T2  - Journal of Managerial Psychology
PB  - MCB UP Ltd
SP  - 12
EP  - 21
Y2  - 2024/04/20
ER  -