A Study of Career Plateau in Education Sector

Topics: Employment, Management, Factor X Pages: 25 (4161 words) Published: April 4, 2012
International Journal of Business and Management Tomorrow

Vol. 2 No. 3

A Study of Employees Career Plateau in Education Sector With Reference To Pune City Dr. Daniel J Penkar, Director, SB Patil Insitute Of Management Rajesh Kumar Agrawal, Asst. Professor, Sinhgad Institute of Business Administration and Computer Application

If Employee’s jobs are filled with routine and boring tasks or if desired promotions are blocked in the organization, then they are likely to feel an intrinsic sense of loss and become skeptical about findings fulfillment in their careers Career plateau employees are likely to have demotivation and higher labour turnover because they want to advance their careers elsewhere in the environment Researcher find out the causes, difference of career plateau among the Admin Staffs, Support Staffs, Teaching Staffs, Technical Staffs in education sector, its effects and strategies to remove the career plateau. The Major finding of this study is that career plateau is a major contributing factor of employees dissatisfaction, organization commitment and employee turnover. Technical staffs have more career plateau. Management and other stakeholder to develop the best strategies to manage career plateau in the organization. Keywords: Career Plateau, Strategies, Employee turnover, Dissatisfaction

1. Introduction
Career plateau is not a new phenomenon, but there is a worrying situation about the rate at which it is becoming increasingly widespread in various organizations (Yama- moto, 2006; Lee, 2003). Many scholars on organizational careers’ have suggested that plateau is fast becoming a critical managerial and organizational issue which needs to be managed properly to avoid employee’s discontent (Burke and Mikkelsen, 2006; Tremblay and Roger, 2004; Tremblay et al., 1995). Career plateau is defined as the point where employees like hood of additional hierarchical promotion is very low (Yamamoto, 2006; Lee, 2003; Tremblay and Roger, ISSN: 2249-9962 March|2012 www.ijbmt.com Page | 1

International Journal of Business and Management Tomorrow

Vol. 2 No. 3

2004). Employees who have experienced career plateau would think that their employers have forsaken their careers (Lee, 2003). Career plateau has been used as antecedent to many undesirable work outcomes such as low satisfaction, high stress, poor performance and other withdrawal symptoms (Yamamoto, 2006; Lee, 2003; Choy and Savery, 1998). Career plateau has the potential to cause discomfort among the employees because lack of continued upward progression is considered as a yardstick to measure employee’s performance. Thus career plateau leads to poor performance. In any organizations upward movement in terms of promotion of employees is accompanied by increase in salary, power and status (Lee, 2003). Plateau employees are likely to have higher labour turnover because they want to advance their careers elsewhere in the environment. For many employees, the time comes when all career movement ceases. Some feel unchallenged, while others simply don't have the motivation to move upward. It is management's responsibility to pull the best from staff members at such times. Fortunately, this isn't difficult when you are prepared with a game plan and a little understanding. * Definitions. Plateaued employees, one observer has written, are those who reach their promotional ceiling long before they retire. Structural plateauing occurs when opportunities for promotions end. The hierarchy in most institutions is designed like a pyramid, leaving room for only a select few at the top. Therefore, everyone eventually plateaus. The inability to climb the career ladder is an emerging concern for employees in the 1990’s. With aging of the baby boom generation and shrinking of middle management positions brought about by recession, improvements in office technology, and mergers and acquisitions, there are fewer opportunities for advancements in office...
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