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Coping With a Career Plateau: An Empirical Examination of What Works and What Doesn't 1
Author(s) -
Rotondo Demise M.,
Perrewé Pamela L.
Publication year - 2000
Publication title -
journal of applied social psychology
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.822
H-Index - 111
eISSN - 1559-1816
pISSN - 0021-9029
DOI - 10.1111/j.1559-1816.2000.tb02453.x
Subject(s) - psychology , denial , social psychology , coping (psychology) , supervisor , clinical psychology , management , psychoanalysis , economics
This study examines the relationships between coping responses and organizational outcomes for career‐plateaued and nonplateaued employees. The objective was to determine the efficacy of common coping responses suggested for plateaued employees. Positive activities, such as expanding job assignments, mentoring, functional or technical career paths, and projects or teams, were associated with more positive attitudes and higher perceived performance among plateaued employees. Among nonplateaued employees, there were no significant relationships found. Negative denial responses, such as blaming the supervisor or organization for the plateau, reporting intentions to leave, and use of alcohol or drugs, were associated with lower attitudes and higher career‐related strain among both plateaued and nonplateaued employees. Negative behavioral responses, such as lowering quality or quantity of work, psychological withdrawal, and lateral transfers, were associated with lower attitudes among both groups of employees and lower perceived performance among plateaued employees. Implications for managers and human resource professionals are discussed.