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The purpose of this paper is to discuss how Aster Retail (AR), UAE, handled career plateau challenge by adopting multiple strategies and earning employee commitment and motivation for business growth.

The organization addressed two types of plateaus – structural and content by creating both vertical and lateral opportunities/options for employees, and supporting them with resources to build required capabilities, and managing their career aspirations. The strategies also helped AR to remain true to the organization’s philosophy, “We will treat you well.”

The study enunciates how HR initiatives can add value by converting the negative phenomenon of plateau, into an opportunity for employees to grow.

The study has three contributions: How in a retail organization with strong promoter principles and values, both structural and content plateau are addressed, and linked with business strategies? The study sheds light on how organizational and HR support for career management addresses employee plateau, particularly for solid citizens. makes the employees feel “not plateaued” at all; and in the long run, why and how HR managers should focus more on proactively addressing content plateau than structural plateau.

The purpose of this paper is to examine the effects on in-group members of an influential worker's response to being in a state of career plateau.

Using the concepts of the career plateau, person-organization fit, and organizational climate, a set of propositions is presented and discussed relative to the influential worker's response. A model is presented to illustrate the effects and the components involved.

An influential career plateaued worker can affect the in-group he or she is associated with. An ineffectively plateaued worker is not only low in productivity, but also resorts to such negative behavior as absenteeism, withdrawal, and frequent job changes. When noticed by other in-group members, such behavior can affect their attitudes and behaviors.

The organizational socialization process can counter the effects of the otherwise influential ineffectively career plateaued person's response. This is possible if the socialization process is strong enough to overcome (or complement) certain personal characteristics of the in-group members and their association with the career plateaued person by creating an environment where career progress, performance expectations, and role expectations are clear.

The paper develops an original model based on a set of theory-based propositions that is of value to both academicians and practitioners.

The study aims to examine the association between job satisfaction and demographic variables, such as years in profession, of healthcare professionals in an in‐patient rehabilitation hospital setting.

A total of 128 employees were surveyed using a 47‐item opinion survey to assess demographic variables and overall job satisfaction, as well as nine facets of job satisfaction.

The findings indicate that years in profession (professional experience) is associated with job satisfaction in a defined pattern.

These findings need to be tested in other professional groups where plateauing is common. The results are limited by the use of a convenience sample, relatively small sample size, some categorical data that restricted the forms of analysis, and the fact that only demographic variables were examined. The use of continuous measures and broadening the study to include other organizational variables and personal variables would provide more robust results.

The paper suggests a two‐tier program of coaching and mentoring to address issues in job motivation, which may lead to increased job satisfaction and retention of health care professionals.

Drawing from earlier literature, strategies such as mentoring and coaching are proposed for moderating the negative effect of plateauing on satisfaction. The value of the paper is the identification of a pattern in the motivation of plateaued employees and the application of previous findings about coaching and mentoring that may address issues of employee motivation and retention.

Focuses on career mobility and development in a large multi‐disciplinary organization. Discusses a case study, analysing career opportunities of all employees in one organizational unit, concentrating on barriers to career mobility and the human resource development implications. Examines the existing internal labour market structure and uses information from an attitude survey within the organization. Discusses some critical issues which emerge and outlines a number of human resource development interventions which may remove career mobility barriers.

The discussion on career plateaus is marked by a diversity of operationalizations. This paper focuses on the independence of three dimensions of career plateaus and the impact they have on outcome measures in three areas: performance, work satisfaction and commitment. Data from 165 university staff and 77 school teachers confirmed the independence of the concepts of career plateaus. Contrary to the general assumption that an extended period working at the same position has detrimental effects, outcome variables were not connected to position immobility. Results for most of the outcome measures showed the work‐content dimension to account for significantly more variance than the subjective structural dimension. Advances in work content can even moderate negative effects emanating from low expectations of hierarchical promotion. Specifically, the negative effects were most pronounced where the two subjective dimensions of career plateau coincided. These have implications for individual and organizational career management processes.

Very little research has examined how adaptivity, adaptability resources, adapting responses and adaptation results are interlinked with each other. The current research aims to investigate whether career adaptability influences job outcomes via job content plateau. Taking career construction theory (Savickas, 2005) as a base, the research model of this study posited that employee's favorable job outcomes, i.e. job satisfaction and performance depend upon their psychosocial meta-capacities (career adaptability) and job content plateau. Further, the study is the first to examine the moderating role of proactivity among career adaptability, job content plateau and job outcomes relationship.

It is a two-wave longitudinal study, quantitative in nature and has collected data from 357 faculty members of Indian universities. The hypotheses have been empirically tested through the structural equation modeling technique.

The moderated mediation model was supported, and as predicted, (1) career adaptability was positively related to job outcomes and (2) the mediated relationship between career adaptability and job outcomes via content plateau was stronger for individuals with high levels of proactivity.

The study encourages career management practitioners and counselors to integrate proactive behaviors and career adaptability into counseling techniques to equip clients with necessary skills and deal with unfavorable job experiences, thereby engendering favorable job outcomes.

The current study is the first to test the intervening effect of proactivity in career adaptability and job outcomes relationships via job content plateau.

The purpose of this paper is to identify personal and work environment factors associated with the experience of job content plateauing among older workers.

Two cross‐sectional studies, each including two samples, were conducted. In each study, one sample consisted of a diverse group of older workers and the other sample was composed of older nurses.

Work centrality and learning self‐efficacy were significantly negatively related to job content plateauing especially for older managerial and professional employees. Perceived organizational support and perceived respect from the organization, supervisor, and work group members were significantly negatively related to job content plateauing for both the diverse group of older workers and older nurses.

The average level of job content plateauing was below the scale midpoint, suggesting older workers who are most susceptible to job content plateauing may have already exited the labor force. Future research is needed to identify variables that mediate the relationship between personal and work environment factors and job content plateauing.

Employers need to ensure that older workers with high work centrality and learning self‐efficacy are provided with challenging jobs that foster learning new skills. Equally important is to signal to older workers that they are valued and respected through HR practices targeted at older employees and respectful treatment from their supervisor and work group members.

This paper identifies personal and work environment factors not previously examined in relation to job content plateauing with a specific focus on older workers.

The study aims to elucidate the relationship between five work experiences or conditions (age-related stereotypes, perceived organizational support [POS], coworker support, career satisfaction, and reaching a job plateau) and two different organizational withdrawal intentions – early retirement and turnover – in light of trends to abolish or increase the mandatory retirement age in Israel and elsewhere in the Western world.

The study is based on a survey of a heterogeneous age sample of 170 unionized employees working in medium-sized Israeli industrial firms.

POS and perceived age stereotypes were negatively related to early retirement intentions and not to turnover intentions. Job plateau was found to be related to the other work-related variables, with the exception of coworker support, and also was found to be a strong mediator between these variables and employees ' turnover intentions, and a partial mediator between the variables and early retirement intentions.

The study suggests a managerial focus on the person-job fit over time as a tool for reducing employees ' turnover intentions, and encouraging continued employee development as a way to reduce early retirement intentions.

The study focuses on the potential role of correctable contextual characteristics in triggering withdrawal responses, in light of the aging of the workforce.

Although the research stream in the area of career plateau acknowledges its ramifications, yet investigation on how this phenomenon can be reduced is sparse. This study aims to address this gap by illuminating the role of proactive personality (PP) as a factor of minimizing plateau via playful work design (PWD), career adaptability (CA) and perceived work-life balance (PWLB).

A cross-sectional study design was applied and structural equation modelling was used to assess the hypothesized relationships among PP, CA, PWD, perceived work design and career plateau. A total of 338 employees from public and private universities were sampled from February 2020 to July 2020.

The results highlighted that CA mediated the relationship between PP and PWLB, as well as, PWD mediated the association between PP and PWLB. Further, the authors got support for both serial mediation paths i.e. PP, CA, PWLB and career plateau and PP, PWD, PWLB and career plateau.

The findings of this study provide much needed ways to overcome career plateau in the academic sector. Moreover, the use of multiple serial paths has enhanced the underlying factors of PP and career plateau nexus.

Career plateau is a major concern for many seasoned employees because they often stay in the same position longer than expected and over time begin to lack job challenges. This phenomenon is now considered a normal stage in career development. The purpose of this study is to test the effects of two types of career plateau: hierarchical and job content on career commitment (career identity, career insight and career resilience), along with the mediating effect of perceived external employability. We also determined in the moderated mediation model if Super's (1957) three career stages amplify and attenuate the indirect effect of hierarchical/job content plateau on career commitment (career identity, career insight, career resilience) via perceived external employability.

We tested the hypotheses with survey data collected from a convenience sample of 472 white-collar full-time employees who also studied in the MBA and continuing education program in five large universities in Taiwan (77% return rate).

The mediation model result showed that perceived external employability partially and negatively mediated the influence of hierarchical plateaus on career commitment (career identity, career insight and career resilience). Perceived external employability partially and negatively mediated the influence of job content plateaus on career identity and career insight but fully and negatively mediated on career resilience. The result of the moderated mediation model also demonstrated that only employees in the trial stage had influences on the mediation relationships among the hierarchical plateau, perceived external employability and career commitment with its two dimensions of career identity and career insight only other than those in the stabilization and maintenance stages.

The findings of this study can benefit career management scholars and practitioners since they promote a better understanding of the career management practices that are relevant for seasoned employees who are valued for their knowledge, experience and expertise when encountering the three career stages.

Drawing on the conservation of resources (COR) theoretical perspective, we fill the gap in the literature by proposing perceived external employability as a mediator in the link between career plateau and career commitment and generalize the results to plateaued employees at the different career stages.