Understanding Career Plateauing: Implications for Counseling

Abstract

The pyramidal shape of most organizations dictates that virtually all careers will level out before an employee reaches the top of the institution, agency, or corporation. How to maintain or enhance worker productivity and job satisfaction when an employee remains at a career level that discourages one's aspirations are concerns for career counselors, their clients, and organizational executives. This article defines career plateauing, explains types and sources of plateauing, and suggests counseling interventions that can help individuals to recognize and adjust to plateauing. In addition, we recommend proactive measures that will perpetuate the work motivation of effectively‐performing plateaued workers as well as remediate the work behavior of the ineffective, plateaued worker. One of life's maxims is that all careers reach a level after which no higher achievement can be expected. From night watchguard to chief executive officer, each person's career has its apex. Thus, career plateauing is inevitable for all who strive and struggle in the work world (Bardwick, 1986). The point in time when an individual will experience, if not recognize, career plateauing is difficult to predict as is the extent to which that person can influence the timing or impact of this phenomenon.

Global Trends in Management, IT and Governance in an e-World (E-MIG 2019 International)

“…Preceding studies by Tremblay, Roger, and Toulouse (1995) (Lemire, Saba & Gagnon 1999); Tan and Salomone (1994) concur with the above by stating knowledge of the initial detection of plateauing can prepare employees and therapists to engage in proactive activities (for example, upskilling and expanding interests) and for 'out of the box' strategies associated with vocational planning.…”

Applying Image Norms Across Super's Career Development Stages

“…Individuals who experience career plateauing (Tan & Salomone, 1994) or layoffs during the maintenance stage may be particularly vulnerable to feelings of poor fit if they do not believe that their image matches their company's image or that of other companies in their labor market. For example, it is difficult to imagine aging baby boomers feeling comfortable working in hip, youth-oriented companies such as Quiksilver or Wet Seal despite a résumé with years of relevant work experience.…”

Point de vue des intervenants de la santé dans l évaluation du fonctionnement dans les rôles sociaux

“…Des auteurs (Baron et al, 2001 ;James & Wandrei, 1994 ;Kenney & Kashy, 1994 ;Laurenceau et al, 1998 ;Parks & Floyd, 1996) (Old & Papalia, 1996 ;Statistique Canada, 1992). Il en est de même pour celui de l'avancement (Chao, 1990 ;Tan & Salomone, 1994 Des auteurs (James & Wandrei, 1994 ;Perlman, 1973) La cohérence interne des résultats obtenus dans le contexte de groupes focalisés est affectée par le changement d'opinions des participants. Selon , cette limite n'est pas fondée puisqu'une personne peut changer d'opinions dans la vie de tous les jours.…”