Search

While prescriptions based on anecdotal data and theoretical accounts of career sustainability abound, empirical research has been hampered by the lack of a scale to measure career sustainability. Thus, the primary purpose of this study is to develop and validate a new measure of career sustainability. In Study 1, we relied on Chin, Li, Jiao, Addo, and Jawahar's framework to develop a measure of career sustainability. We then conducted two studies to provide preliminary construct validity evidence. In Study 2, we show that scores on Career Sustainability Scale are related to career plateaus and career satisfaction in predictable ways. In Study 3, we show that career sustainability is positively related to psychological well-being, and this relationship is stronger for gig workers who are freelancers than for conventional workers. We discuss implications for research and practice and hope that our new measure facilitates empirical research on career sustainability. [ABSTRACT FROM AUTHOR]

This paper examines whether and how individual auditors are disciplined for audit errors. Taking advantage of the long history of auditor identity data from China, we find that signing auditors with client restatements are likely to lose the privilege of signing the audit reports of public clients. However, auditors can avoid this consequence by issuing a modified audit opinion to warn of the potential misstatement. We show that auditors are more likely to be disciplined when their firms operate in less concentrated audit markets. Finally, we find positive outcomes from the disciplinary action of the audit firms. Firms that discipline their auditors for restatements have a larger decrease in the rate of client restatements and a larger increase in market share, compared to nondisciplining firms. Their clients have a higher earnings response coefficient after the disciplinary action. In summary, our results suggest that individual auditors in China can face career setbacks when they produce poor quality audits. [ABSTRACT FROM AUTHOR]

Using an online survey and semi-structured interviews, senior academic librarians were asked to reflect on the factors that keep them personally fulfilled and on how they remain motivated to make positive contributions to their organization. Motivations include esteem of colleagues and supervisors, variety in their work, salary, opportunities to learn new skills, increasing responsibility, and working with students and faculty. 59% percent of the survey respondents ranked their job satisfaction at 8 (on a scale of 1—10, with 10 the most satisfied). Using Bardwick's definitions of plateauing, 60% of the 20 librarians interviewed did not feel that they were content-plateaued. [ABSTRACT FROM AUTHOR]

Denied promotions occur when individuals go up for but do not receive promotions at work. The extant literature focuses on the negative implications of denied promotions. We argue, in contrast, that individuals can ultimately benefit from denied promotions and experience positive outcomes when they construct growth-based stories about the event. Drawing on a sensemaking perspective, we articulate when individuals are likely to construct growth-based denied promotion stories, highlighting the identity and social conditions that support such stories. We then link growth-based denied promotion stories to the positive behavioral outcomes of work engagement and career proactivity via increases in resilience in their career identities. Finally, we situate denied promotions in the broader context of the career and address how responses to denied promotions are influenced by past responses to career setbacks and may shape future responses to career setbacks. Our model provides theoretical contributions to the literature on denied promotions, careers, positive organizational scholarship, and sensemaking. [ABSTRACT FROM AUTHOR]

Professional development is mainly related to how it is is influenced by job status and the balanced effect of job triangle-work, communication with colleagues, and personal development. The imbalance of this triangle for any unpleasant cause may lead to a number of negative attitudes toward work. Career plateau is one of them, meaning lack of promotion, lack of diversity and challenge in the job, it is an objective-subjective situation whose degree and type differ among different groups within a society and is influenced by individual abilities, organizational characteristics, privileges and opportunities available to individuals and their perceptions of these opportunities. "In this situation, the first question that comes to mind is whether this person wants to stay his remaining life in this organizational position? Many actors in the field of science and technology in science and politics and management in the field of higher education act as an activist. In this unfavorable situation, they only intend to protrude themselves and make abusive tactics and strategies, because the playground requires that they use these tactics. The name of this stream can be 'time to drown people'. There are different views and perspectives regarding its areas and causes. Some sources of workplaces have been listed as two organizational and personal sources. The main objective of the present research is to analyze the sociological potential of the faculty members' potential in Iranian universities. [ABSTRACT FROM AUTHOR]

Despite sustained attention lo ethical leadership in organizations, scholarship remains largely descriptive. This study employs an empirical approach to examine the consequences of ethical leadership on leader promotabilily. From a sample of ninety-six managers from two independent organizations, we found that ethical leaders were increasingly likely lo be rated by their superior as exhibiting potential to reach senior leadership positions. However, leaders who displayed increased ethical leadership were no more likely lo be viewed as promotable in the near-term compared to those who displayed less ethical leadership. Our findings also show ethical culture and pressure to achieve results are important contextual factors that moderate the relationships between ethical leadership and leader promotability to senior leadership roles. [ABSTRACT FROM AUTHOR]

As organizations downsize to increase their competitiveness, flatter hierarchies result in fewer promotional opportunities and more plateaued employees. The definition of career success needs to move away from "up is good," yet plateauing is still shameful for many employees due to traditional assumptions about the causes and effects of plateauing. A study of 373 middle managers suggests how "successful plateauing" (effective job performance, satisfaction with the job and life in general) can be fostered. The article provides specific examples of how best practices and new approaches in several human resource areas can help plateaued employees succeed. [ABSTRACT FROM AUTHOR]

The article offers a rational economic explanation for the Peter principle, or why firms keep on promoting individuals so that they finally arrive at positions beyond their level of competence. The key to understanding the Peter Principle is to keep clearly in mind the objective of the firm. If the firm is seeking to maximize profits, it wishes to maximize the difference between the high productivity of the employee and the wage rate of the employee. This difference or gap contributes to the profitability of the firm. As the length of time that an employee remains in a particular position grows, so does the wage of the employee in that position; however, the productivity of the employee in that position typically levels out after some break-in period. A firm seeks to capture the difference or gap between the productivity of their employees and the wage rate of their employees because this difference contributes to their profitability. However, as an employee remains in a given position over a period of time there is a tendency for the gap to narrow and as the gap narrows the firm has an incentive to move the employee into a new position with a greater potential productivity as a means of expanding the gap.

This article focuses on career plateaus in the sales force. Recent research suggests that sales force productivity may be increased through a better understanding of the career development of sales force employees. There are four objectives of this article--a new definition of a career plateau in terms of responsibility is proposed, and previous research on the impact of plateauing on work attitudes and performance is reexamined in light of the responsibility plateauing concept; a model which identifies the individual, job-related, and organizational factors which affect the propensity of sales employees to reach responsibility plateaus is presented; managerial prescriptions for preventing and handling plateaus are identified and discussed; and future directions for research in the area of career plateaus. Previous research has defined plateaued employees in terms of the likelihood of future promotions the length of time in the present position or the length of time between promotions. The use of promotions to operationally define plateaued employees assumes a direct relationship between level in an organizational hierarchy and job responsibility. The author proposes the definition that employees are plateaued when their likelihood of receiving increased responsibility is low.

Although a "glass ceiling" is said to keep women from the top management levels of organizations, no research has investigated actual decisions about promotions to such positions. This study examined promotion decisions for U.S. federal government Senior Executive Service positions in a cabinet-level department. Contrary to hypotheses, the job-irrelevant variable of gender worked to women's advantage, both directly and indirectly, through job-relevant variables. However, an applicant's employment in the hiring department had the greatest effect on promotion decisions. [ABSTRACT FROM AUTHOR]

It has been suggested that one reason so few women have been promoted to senior management positions is that during their careers they experience fewer developmental job opportunities than men. To test this idea, we surveyed male and female managers about developmental components in their current jobs. Results suggest that men experience some greater task-related developmental challenges, but women experience greater developmental challenges stemming from obstacles they face in their jobs. [ABSTRACT FROM AUTHOR]

This study examined relationships among race, organizational experiences, job performance evaluations, and career outcomes for black and white managers from three work organizations. Compared to white managers, blacks felt less accepted in their organizations, perceived themselves as having less discretion on their jobs, received lower ratings from their supervisors on their job performance and promotability, were more likely to have reached career plateaus, and experienced lower levels of career satisfaction. We examined direct and indirect effects of race on job performance evaluations and career outcomes. Suggestions regarding areas for future research are offered. [ABSTRACT FROM AUTHOR]

This research examined the influence of organizational career line variables, such as career line length, career line ceiling, position ratio, position mobility opportunity, on such variables as turnover and intent to remain with the organization. A position's mobility opportunity and the increase in salary associated with promotion were found to combine multiplicatively to influence the membership decision. [ABSTRACT FROM AUTHOR]

This study compared both effectively and ineffectively plateaued managers with nonplateaued managers by investigating (1) career movement histories, (2) career attitudes central to a plateaued career, and (3) career path potential in the organization. Among other results, significant differences were found between plateaus and nonplateaus in the timing of their mobility events and the types of moves they made. [ABSTRACT FROM AUTHOR]

Managerial careers are characterized by early rapid upward mobility followed by inevitable leveling-off or plateauing. Based on interviews with managers in nine major organizations, a general dynamic model of managerial careers is presented. Some key issues associated with the career plateau are isolated and suggestions for managing the plateau process are offered. [ABSTRACT FROM AUTHOR]

Are rapid promotions and high rank more likely to come through careers in operations rather than in support activities such as supply, research and development, and administration? Analysis of 2,077 questionnaires received in 1959 from American officers of the rank of colonel or naval captain up through full general and admiral indicates that, while high rank has been more likely to come through operational experience, promotions have not always been as rapid for those with such experience. Opportunity for advancement to the ranks of colonel and brigadier general, for example, has been relatively open not only for personnel in support activities, but also for those with other than academy backgrounds. While the prospects for officers in support activities have been improving, this research further underscores the need for more considered personnel programs for those with careers primarily in support activities. [ABSTRACT FROM AUTHOR]

Using the five available waves of the Wage Structure Survey data, this study employs quantile decomposition to investigate the existence of a glass ceiling among Korean professionals. The decomposition results for all professional workers show an inverse U-shape, which implies no evidence of a glass ceiling. However, we find a monotonically increasing pattern for arts and culture professionals, indicating strong evidence of a glass ceiling on their labour market. This result implies that, as the wage quantile moves from lower to higher levels, female professionals in arts and culture jobs face significant barriers to career advancement. This analysis supports the recent assertion of UNESCO that gender equality in culture is not immune to inequalities and discrimination. [ABSTRACT FROM AUTHOR]

Career plateau is often associated with undesirable outcomes, but the reasons for this association remain unclear and the evidence for the effects of plateau has mainly been cross-sectional. The current study adopts a three-wave longitudinal design to explore a potential mechanism of the negative effects of career plateau on job attitudes. Drawing on the psychological contract and careers literature, we hypothesised that unmet expectations would mediate the effects of two key forms of career plateau, namely hierarchical plateau and job content plateau, and that these mediated effects would vary by age. Regression analysis on 110 individuals over an 8-month period revealed only two main effects, with job content plateau associated with lower job satisfaction and higher turnover intentions. However, there were indirect effects of both types of plateau on job satisfaction and turnover intentions, and indirect effects of hierarchical plateau on organisational commitment, via unmet expectations. Although the experience of career plateau was positively related to workers' age, the mediated effects of career plateau on job attitudes were observed irrespective of workers' age. This study contributes to the field by offering a new explanation as to why plateaued individuals develop unfavourable job attitudes, by offering evidence of the longitudinal links between career plateau and job attitudes, and by suggesting that organisations need to be mindful of the damaging effects of career plateau for employees of all ages. [ABSTRACT FROM AUTHOR]

The main issue this study wants to explore whether there is any impact of glass ceiling effect on career plateau. A survey was conducted using an online questionnaire distributed to a group of women who met the respondent specifications. From the data Analysis it is clear that Glass ceiling have an impact on Career plateau. Due to time and resource constraints this research is carried out on small scale. A larger sample would have ensured more generalizable results to organizations in Pakistan. [ABSTRACT FROM AUTHOR]

This article deals with the impact of subjective career plateauing (in terms of job content and structure) on job satisfaction, organizational and occupational commitment and intention to leave an organization. The particular case of scholars working in French universities provides an example. This study demonstrates that career plateauing is a real feeling experienced by French scholars, and can negatively impact their behavior. Regression analyses results (sample N = 2,028) indicate that career plateauing negatively impacts job satisfaction. Indeed, the more scholars believe they have little or no opportunity for future advancement, the lower their job satisfaction. Moreover, career plateauing impacts commitment. The more scholars feel they have reached a plateau, the lower their commitment to their university and job. Career plateauing affects the affective and normative dimension of commitment more than the continuance dimension, and the results for the latter dimension are counterintuitive. Finally, career plateauing increases intention to leave the organization. [ABSTRACT FROM AUTHOR]

Career plateauing has received little attention in the literature of late, even when employees are retaining their positions longer with little likelihood for advancement or increased job responsibilities. Relationships between reasons for structural and content plateauing and work outcomes are investigated among professional accounting association members. Contributing to the literature, our findings confirm existence of external and internal plateauing reasons and various relationships with outcomes. External reasons for structural plateauing were negatively related to job and career satisfaction, while content plateauing for external reasons was negatively related to job involvement and work motivation. Structural plateauing for internal reasons lowered job involvement, but increased job and career satisfaction, as well as intention to stay. Job involvement and work motivation mediated relationships between several reasons and job satisfaction, career satisfaction, and intention to stay. Managerial implications and future research opportunities are noted. [ABSTRACT FROM AUTHOR]

Based on a survey of 147 Chinese employees, we examined the relationship between perceived career plateau and turnover intention, and the moderating role of career anchor in challenge in this process. We hypothesized that perceived career plateau would be positively related to turnover intention, and that this relationship would be stronger in employees with a higher level of career anchor in challenge than in those with a lower level. The results showed that perceived career plateau had a strong positive relationship with turnover intention, especially in employees with a high level of career anchor in challenge. These findings have implications for research in career development and turnover intention, as well as in management practices. [ABSTRACT FROM AUTHOR]

Although mentoring others and career plateaus are both common experiences for seasoned employees, they are rarely examined together. In this study, we considered mentoring others as an antecedent of career plateaus and emotional exhaustion and turnover intentions as outcomes of career plateaus for mentors. We also examined the moderating role of mentors' proactive personality. Results of hierarchical regression analyses based on 188 mentoring dyads indicated that career-focused mentoring alleviated both hierarchical and job content plateauing perceptions. Mentors' proactive personality moderated the relationship between career-focused mentoring and hierarchical plateauing such that the negative relationship is stronger for low proactive personality mentors. Hierarchical plateaus were positively related to mentors' emotional exhaustion and turnover intentions whereas job content plateaus only positively related to turnover intentions. Proactive personality moderated the relationship between job content plateaus and mentors' work-related attitudes such that the positive relationships were stronger for more proactive mentors. The implications and future research suggestions are discussed. [ABSTRACT FROM AUTHOR]

The two-dimensional (hierarchical and job content) model have been predominating the extant career plateau literature. However, based on Schein's cone-shaped organizational mobility model, we contend that stagnation in organizational centrality (inclusive plateau) may be another dimension of career plateau. Furthermore, grounded in social exchange theory and need-satisfaction models, we aim to examine the effects of career plateau on affective commitment and underlying mechanisms. In Study 1, based on a sample of 219 employees from different professions, we developed a primary validation of our threedimensional career plateau scale. In Study 2, we examined our hypothesized model with another dataset of 288 employees. The results suggest that job satisfaction fully mediates the relationship between the job content plateau, the inclusive plateau and affective commitment. The analysis demonstrates that the specific indirect effect of job content plateauing and inclusion on affective commitment through intrinsic job satisfaction was greater than through extrinsic job satisfaction. However, the hypothesis regarding the relationship between hierarchical plateau and affective commitment was not supported, when another two dimensions of career plateau were added to the model. Our findings provide some theoretical and practical implications. [ABSTRACT FROM AUTHOR]

The article discusses the common characteristics among job seekers' situations and career pursuits, and strategies for tackling them as of 2014. Topics covered include presenting one's self to a sector one lacks direct experience with, capitalizing on one's actual work history, and highlighting early career achievements. Also noted are whether to go into detail with every title and assignment accomplished, or with work at multiple places for several years.

Abstract Purpose -- 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. Design/methodology/approach -- 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. Findings -- 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. Practical implications -- 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. Originality/value -- The paper develops an original model based on a set of theory-based propositions that is of value to both academicians and practitioners. [ABSTRACT FROM AUTHOR]

Teaching-oriented universities present critical opportunities and threats for professional development of their tenured business professors. These faculty members are at particular risk of a career plateau accompanied by diminished productivity and satisfaction. The author uses autoethnographic methods to reflect on personal experience and posit initiatives for career revitalization. [ABSTRACT FROM AUTHOR]

Women's increasing participation in the paid labour market has been one of the most relevant social changes in post-industrial societies. As a matter of fact, the significant growth in women's occupation rates has marked an end of the principle of (out of) labour market segregation of women, which had characterised mid-century compromise societies. Nevertheless, gender segregation in the labour market is still a salient characteristic of western European societies: i) women are still largely Underrepresented in some employment sectors (horizontal segregation); ii) women are generally underrepresented at the higher levels of the occupational scale (vertical segregation); iii) the gender wage gap is still significant. This article aims to document the level of gender vertical occupational segregation in the Italian labour market in comparative perspective. It does so by analysing the presence of women in the top management of companies included in the following stock market indexes: FTsE MIB (Italy), IBEX 35 (Spain), CAc 40 (France), DAx 30 (Germany), OMXC 20 (Denmark) and OMXS 30 (Sweden) [ABSTRACT FROM AUTHOR]

This paper examines the role of women helping women in corporate America. Using a merged panel of directors and executives for large US corporations between 1997 and 2009, we find a positive association between the female share of the board of directors in the previous year and the female share among current top executives. The relationship's timing suggests that causality runs from boards to managers and not the reverse. This pattern of women helping women at the highest levels of firm leadership highlights the continued importance of a demand-side ''glass ceiling'' in explaining the slow progress of women in business. [ABSTRACT FROM AUTHOR]

This study examined the relation of career plateauing to job satisfaction, organizational commitment and turnover intentions and the moderating effects of mentoring on the relationships between career plateauing and the three dependent variables. Data were collected from 280 government employees in Nigeria who were more than 30 years old and came from a wide variety of organizations. Results of this study showed that career plateauing was negatively correlated with job satisfaction and organizational commitment and positively correlated with turnover intentions. Hierarchical multiple regression analyses indicated that mentoring played a significant moderating role on the relationships between career plateauing and job satisfaction and turnover intentions. Based on the findings, the implications, limitations of this study and direction for future research are discussed. [ABSTRACT FROM AUTHOR]

Purpose - 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. Design/methodology/approach - 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. Findings - Supervisory career support significantly predicts career satisfaction. However, hierarchical plateau and job content plateau do not significantly predict career satisfaction. Originality/value - 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. [ABSTRACT FROM AUTHOR]