Coping with a career plateau: An empirical examination of what works and what doesn't

This study examines the relationships between coping responses and organiza tional outcomes for career-plateaued and nonplateaued employees. The object ive 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, w ere associated with more positive attitudes and higher perceived performanc e among plateaued employees. Among nonplateaued employees, there were no si gnificant relationships found. Negative denial responses, such as blaming t he supervisor or organization for the plateau, reporting intentions to leav e, and use of alcohol or drugs, were associated with lower attitudes and hi gher career-related strain among both plateaued and nonplateaued employees. Negative behavioral responses, such as lowering quality or quantity of wor k, psychological withdrawal, and lateral transfers, were associated with lo wer attitudes among both groups of employees and lower perceived performanc e among plateaued employees. Implications for managers and human resource p rofessionals are discussed.