Dynamics of the career plateauing process

Abstract A longitudinal study was designed to examine the changes in career intentions, career issues, organizational commitment, and job performance of employees who were in three distinct stages of the plateauing process. Those employees who remained nonplateaued improved their levels of performance, indicated a desire to get promoted, and believed that they were more marketable now than 3 years ago. Employees who became organizationally plateaued during the study indicated that they were less marketable and had lower promotional aspirations since they became plateaued. Employees that were plateaued throughout the study indicated a declining commitment to the organization over time and a greater propensity to leave the firm, and they were less concerned with specific career issues.

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