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Applying the theory of work adjustment (TWA), the purpose of this paper is to investigate whether the effect of hierarchical plateau on the turnover intention of employees at the career establishment stage is mediated by job satisfaction and moderated by person-job fit.

A survey method was used and data were collected from 248 Chinese employees at the career establishment stage. Hierarchical regression analysis and moderated mediation analysis were used to test the hypotheses.

The results demonstrated that hierarchical plateau was positively related to the turnover intention of employees at the career establishment stage and that job satisfaction played a mediating role in the relationship. Person-job fit moderated the relationship between hierarchical plateau and job satisfaction, and the indirect effect of hierarchical plateau on turnover intention via job satisfaction.

This research offers new insights into the links between hierarchical plateau and employees’ work attitudes and withdrawal behaviour within the TWA. The results suggest that managers can lessen the negative effects of hierarchical plateau on employees’ attitudes and withdrawal behaviour by improving employees’ overall person-job fit.

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.

The purpose of this paper is to identify the impact of career plateau (hierarchical and job-content plateau) on internal employability, and to investigate psychological contract breach as a moderator on the relationship between career plateau (hierarchical and job-content plateau) and internal employability.

Data were collected by distributing paper-based questionnaires to 521 workers in private banking sectors in Taiwan. Hierarchical regression analysis was used to examine the results of the relationships.

The results supported the idea that career plateau (hierarchical and job-content plateaus) could be a significant antecedent of internal employability. Psychological contract breach significantly moderated the negative relationship between career plateau (hierarchical and job-content plateau) and internal employability. Specifically, the negative relationship between career plateau and internal employability will be stronger for employees who perceive a higher level of psychological contract breach.

These findings can help human resource practitioners gain a better understanding of the value of applicable approaches as an influence on a plateaued employee’s perception of internal employability, and to facilitate a positive employer–employee relationship, which could foster both a successful career for an individual and a prosperous performance for the organization that employs them.

Career plateau have been aroused variety issues in HR practice, but employability and psychological contract breach have barely been discussed with career plateau. This study empirically establishes the correlation between career plateau and internal employability as well as shown that psychological contract breach would decrease the plateaued individual’s willingness to stay in the current organization. Thus, the career plateau may provide organizations with a helpful perspective on one’s career development. Building substantial relationships between employees and employers lead to better human capital for organizations as it deals with rapidly changes in the real world.

The purpose of this paper is to examine the effect of career plateau (hierarchical plateau and job content plateau) and supervisory career support on career satisfaction.

A random sample of 119 IT professionals employed full‐time in offshore outsourced IT firms in Sri Lanka responded. Multiple regression was used for the data analysis.

Supervisory career support significantly predicts career satisfaction. However, hierarchical plateau and job content plateau do not significantly predict career satisfaction.

Although IT employees attached to the offshore IT firms may be identified as a unique population worthy of empirical investigation, details on how they actually manage their careers remain obscure. The findings of the study provide interesting implications for individuals' career satisfaction and will be a source of general guidance in stimulating future research in this area.

The purpose of this paper is explore career management strategies used by information technology (IT) professionals full‐time employed in offshore outsourced IT firms in Sri Lanka; and to evaluate those against hierarchical plateau, job content plateau, firm size, and individual demographic characteristics that may predict the use.

Survey methodology was used and a random sample of 119 IT professionals responded. Multiple regression was used for the data analysis.

Career management strategies used by IT professionals could be broadly categorised into four areas. Hierarchical career plateau and age significantly predict the use of career strategies.

The study provides useful information for both practitioners and academics to better understand career strategies used by IT professionals in managing their own careers and factors that predict the use of career strategies.

The purpose of this paper is to explore the antecedents of development idiosyncratic deals (i-deals) from an organizational politics and a situationist perspective. The paper tests a moderated mediation model in which networking skills is indirectly related to development i-deal in a context of high hierarchical plateau.

The authors test the research model with a sample of 252 engineers, 88 percent male, who work in an economically wealthy region of France and who are thus well positioned to negotiate development i-deals.

The authors lead analyses with the Preacher et al.’s macros on SPSS. Results support the hypotheses. The authors find that support-seeking behaviors partially mediate the relationship between networking skills and development i-deals, and that this relationship is significant only in a context of high plateauing.

Overall, this study contributes to a deeper understanding of i-deal antecedents by bridging the literatures on i-deals and careers. It also shows that socially skilled employees are able to seek support and in turn, to proactively negotiate development i-deals. This process is a way to cope with perceptions of hierarchical 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 labour force participation of older women has increased substantially in Canada. This study aims to examine the factors that are important to the career satisfaction of older managerial and professional women.

Managerial and professional women aged 50 and above completed a questionnaire assessing their career satisfaction, individual characteristics and organization‐related factors.

For managerial women, the significant predictors of career satisfaction were perceived as organizational support, job content plateauing, and health status. For professional women, the significant predictors of career satisfaction were perceived efforts by their organization to retain its older managerial and professional employees and job content plateauing.

The findings are based on a small sample and the respondents were primarily employed in the public sector. Further research is needed using larger samples and a better representation from the private sector. Researchers also need to identify other factors that influence the career satisfaction of older managerial and professional women.

The career satisfaction of older managerial and professional women is heightened when they are challenged by their job and have an opportunity to learn and grow in their job. Beyond this, enhancing the career satisfaction of older managerial and professional women will require different approaches tailored specifically to each group.

Very little is known about the career‐related issues that are of special concern to older managerial and professional women. This study provides some insight into the differences between older managerial and professional women and the factors that contribute to their career satisfaction.

Career plateau and employee silence are negative employee management phenomena that should be overcome but are challenging. However, relatively speaking, when employees reach a particular career stage, it is inevitable that the hierarchical plateau in the career plateau will occur, while the phenomena of employee silence have the chance to improve. This paper aims to study the influence mechanism of the career plateau on employee silence in an uncertain environment and then provides theoretical support for enhancing the organizational phenomenon of employee silence.

After considering the effects of career plateau and social desirability of employee silence, this paper obtained 313 samples based on the pilot survey, which were collected anonymously online and offline. Based on passing the data quality test, this experiment uses hierarchical regression, Bootstrap method, interaction graph and slope test to test the mediating variable

The results show a significant positive correlation between career plateau and employees' silent behavior. Affective commitment plays a partial mediating role between career plateau and employees' silent behavior. Organizational justice not only negatively moderated the relationship between career plateau and affective commitment but also negatively moderated the indirect effect of career plateau on silent behavior through affective commitment.

First, based on the theory of uncertainty management and social exchange theory, this paper develops a behavioral response to the organizational environment based on the principle of fair exchange when employees perceive an uncertain environment. This study innovatively applied the two theories together in one study, establishing a link between the two theories. Second, this study explores the influence of career plateau on employee silence and empirically tests the silent behavior based on the previous division of three dimensions of career plateau. The third study explores affective commitment, the black box of the relationship between career plateau and employee silence. This research also enriches the related research on affective commitment.

This study aims to examine the career plateau by comparing police officers having 15 or more years of service who had been promoted with police officers having 15 or more years of service who had not.

Data were collected from 389 police officers in Norway using anonymously completed questionnaires, a 62 percent response rate.

Plateaued officers were younger, had less police tenure and were more educated than were non‐plateaued officers. Plateaued officers also reported less favorable work outcomes and greater cynicism. The two groups of officers indicated generally similar levels of psychological health suggesting that potential negative consequences of the career plateau were limited to the workplace.

All data collected using self‐reports raising the possibility of common method bias. Study needs to be replicated in police forces in other countries.

Suggestions for reducing the negative effects of the career plateau are offered.

The study extends research on the career plateau to police organizations