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Plateaued employees can present problems for managers in that they do not respond to the usual motivators, such as promotion or career development. For this reason, managers need to understand something of the psychology of the plateaued worker in order to be able to get good, consistent and committed work from him/her. To gain some insights into the attitudes of plateaued employees to their work, a brief survey of previous research into plateauing is presented. A study carried out in Western Australia, at the headquarters of a major local government employer is described. Levels of job satisfaction/dissatisfaction seem to be the same in plateaued and unplateaued employees alike – i.e. promotion is not an integral part of job satisfaction in the minds of all employees. However, plateaued employees seem more prone to stress at work, to feeling overworked, to feeling insecure in their jobs, and to an increased likelihood of ill‐health. These findings have important practical implications for managers.

Although we all like to believe that there are opportunities for everyone to “make it” in organisations, the nature of hierarchies makes this impossible. Because of the pyramid‐like structure of all work organisations, the majority of middle managers will not be able to reach the highest levels in their organisations. During the 1950s and 1960s, when most organisations were expanding, the extent of the problem was not apparent. However, during the more recessionary times that have prevailed since the 1970s, the proportion of managers who have become “stalled” at the middle levels in the hierarchy has increased dramatically? According to Connor and Fielden and Levinson, it is between the ages of 40–45 that managers typically experience this kind of cessation in their movement upward in the organisation. According to Hunt, “Most middle managers will remain where they are, in the middle, oiling the machinery of our work organizations in what are, essentially, repetitive tasks. And for some this vision will have a time span of 20–30 years” (p. 10).

The findings are reported of a research study into certain personal organisational factors which may discriminate between two groups of employees, one which was categorised as plateaued and the other non‐plateaued. The respondents were drawn from a larger study of employees at the headquarters of a large local government authority in Western Australia. It was found that there was no difference between the two groups concerning job satisfaction. However, the plateaued group have a significantly lower desire for promotion, career development and facing challenging situations. It is also suggested that members of the plateaued group are significantly more aware than their non‐plateaued colleagues that they are overworked and that the job itself is boring.

This article aims to examine the boundary conditions of the relationship between career planning and turnover intention and the joint moderating effects of career plateau and risk-taking propensity on the relationships between career plateau and turnover intention.

The data of this paper is collected from 231 employees from Taiwanese organizations with more than four years of work experience.

The results indicate that career plateau significantly moderates the relationships between career planning and turnover intention. The relationships between career planning and turnover intention are weaker when career plateau and risk-taking propensity are low in the three-way interaction effect.

The article examined the moderated moderation model of career planning and turnover intention using career plateau and risk-taking propensity as moderators.

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.

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 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.

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

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.

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.