Managing Career Plateauing in the Quebec Public Sector

Abstract

Many events in recent decacies have made promotion opportunities increasingly scarce, thus significantly changing the career prospects of a large number of individ uals. Feelings of career failure can have negative consequences for both individuals and organizations. Based on a survey of 192 managers and professionals in the Quebec public sector, our results indicate that the absence or inadequacy of practices linked to career planning, development, and support, as well as the lack of opportu nities to play new roles and participate in work groups, accentuates the perception of career plateauing. In order for working conditions to be conducive to individual development, Quebec's public sector organizations will need to modify management practices related to the career plateau phenomenon.Many events in recent decades have changed the career prospects for a large number of individuals. For example, structural changes, techno logical progress, reduction of levels of supervision, changes in organi zational demographics, the growing use of temporary employees, reduction of the size of administration in the public sector, and the withdrawal of the state from numerous sectors of the economy have combined to exercise strong pressure on anticipated career paths.^ Even though they are better educated and more career-oriented than their predecessors,^ managers and professionals of the public sector must now deal with manpower reduction, combined with a decrease of promotion opportunities due to a growing number of individuals whose leveled-off career prospects are blocking those of individuals following them in the organizational structure. For instance, from 1986 to 1996, the proportion of senior managers in the Quebec civil service went from 4.7% to 3.8% of regular employment and the proportion of middle managers went from 4.5% to 3.8%. While there was a significant decrease for these two employment categories over the last decade, the proportion of professionals increased from 22.9% to 28.5% for the same period .3 Furthermore, some analysts believe that 70% of employees are presently in a situation of career plateauing,* and still others predict that this rate could reach 90% in the coming years.s As a result, career promotions and/or salary increases are increasingly scarce. Thus, the traditional career of our dreams is becoming less and less achievable.

Stress, Organizational Citizenship Behaviors, and Coping: Comparisons Among Plateaued and Non-Plateaued Employees

“…In terms of OCBs, the finding that job content plateaus were negatively related to individually-focused forms of OCBs is consistent with research revealing a negative relationship between plateauing and job performance (Allen, et al, 1998;Ettington, 1998;Lemire et al, 1999). Interestingly, hierarchical plateaus were not significantly related to OCBs.…”

“…Individuals who engage in OCBs go above and beyond the formal requirements of their jobs to help the organization (Podsakoff, MacKenzie, Paine, and Bachrach, 2000). OCBs have not been examined to date in relation to plateauing but the negative relationships observed between plateaus and job performance (Allen, et al, 1998;Ettington, 1998;Lemire et al, 1999) indicates employees may reduce their job performance when they feel stifled in their careers. It seems plausible that if plateaued employees are willing to reduce effort for their mandatory tasks at work, they may also be less willing to engage in extra-role behaviors such as OCBs.…”

Effect of Structural/Content Career Plateaus on Job Involvement: Do Institutional/Occupational Intentions Matter?

“…Previous literature has documented that plateau employees are more likely to report low organizational identification, high turnover intention [27], low work satisfaction, low effective, and low continuous commitment [17], and less involvement in their work [10]. Hobfoll, Vinokur, Pierce, & Lewandowski-Romps [8] suggested that career plateauing is a source of stress for employees, thus, reducing their job involvement.…”

Âncoras de carreira e transformações no modelo de administração: estudo de caso do Tribunal de Contas da União (TCU)

“…Além disso, mostra como a falta de integração entre as necessidades individuais e as recompensas oferecidas pode levar à percepção que a carreira estagnou, situação associada a um comportamento de resistência à mudança, à baixa inovação, à valorização excessiva de recompensas extrínsecas (salários e benefícios), à homofilia e à busca de segurança acima de tudo (FELDMAN;WEITZ, 1988: KATZ, 1980LEMIRE;SABA;GAGNON, 1999; VAN DAM, 2004).…”