How human resource practices can help plateaued managers succeed

Career plateauing reactions: the moderating role of job scope, role ambiguity and participation among Canadian managers

“…Fourth, we used job tenure as our measure of objective plateau. A more sophisticated approach such as that of Nicholson (1993) or Ettington (1997) would yield more precise results.…”

“…This present study, using data from a sample of 3,067 Canadian managers, postulates that positive responses to career plateauing will result not from a unique or single aspect of the work environment, but rather from the joint effect of job scope, participation and role ambiguity. Beyond their direct impact on attitudes and behaviour, interaction between these variables and career plateau is expected to influence managers' reactions (Hall, 1985;Gerpott and Domsch, 1987;Ettington, 1997). To our knowledge, no research has explored the main effect of these three job characteristics, their moderating effects and their interactive influence on managers' reaction to career plateauing.…”

“…More provocative findings show that employees in career traps may exhibit more positive attitudes and behaviours at work than those who have not yet fallen into these traps (Slocum et al, 1985;Hall, 1985;Orpen, 1983). Some scholars have argued that the reactions to reaching a career plateau can change with time and can be more or less pronounced according to the characteristics of the jobs and the organizational context (Ettington, 1997;Ference et al, 1977;Nicholson, 1993;Slocum et al, 1985;Tremblay et al, 1995;Veiga, 1981).…”

The effect of human resource management practices on the perceptions of organizational and market performance of the firm

“…Strengthening the ties between pay and employee performance provides an excellent opportunity to align employee efforts and organizational goals. A variety of studies report that pay for performance plans are related to subsequent financial success of the firms studied (Ettington, 1997). Milkovich and Boudreau (1998) report that in one large study a 10% increase in a bonus was associated with a 1.5% increase in return on assets in the subsequent year.…”

Le plafonnement de carrière

“…De nombreuses études sur le sujet ont donc été menées depuis, et les chercheurs ont proposé des pratiques de gestion des ressources humaines qui devraient permettre de satisfaire les attentes individuelles et organisationnelles en matière de carrière dans un contexte où la taille des organisations est ré-duite, les employés concentrés principalement au milieu de la pyramide des âges des organisations, et les possibilités de faire carrière verticalement de plus en plus limitées (Ould Daddah 1997 ;Appelbaum et Finestone 1994 ;Appelbaum et Santiago 1997 ;Bolton et Gold 1994 ;Ettington 1997 ;Gaertner 1988 ;Granrose et Portwood 1987 ;Guérin et Wils 1993 ;Slocum et al 1985 ;Williams et Fox 1995 ;Zaremba 1994).…”