In understanding the sources of career behavior, it is important to determine what factors shape our values, thoughts, and choices. This dissertation gathers insight into the concept of career as traditionally known and its evolution.
PROBLEM STATEMENT
OBJECTIVES OF THE STUDY
Personal and organizational variables unique to each individual will moderate the selection of specific coping responses to plateau.
SIGNIFICANCE OF THE STUDY
SCOPE AND LIMITATIONS
THE CAREER CONCEPT
These strengths/weaknesses also determine how central and linked to the work the individual's individual commitment is. After determining the career culture of the organization by looking at the above factors, the employee's career pattern can be determined.
LIFE AND CAREER STAGES
Retirement
The retirement phase can be depicted by the completion of one career and the transition to another. Changes in life and career aspects can be conducive to personal growth; psychological renewal and vitality that generates further development.
MOTIVATION AND JOB SATISFACTION
Herzberg called these factors dissatisfaction, or hygiene factors, and pointed out that they were largely related to the work environment. Hygiene factors are important to prevent workers from being dissatisfied, but no amount of hygiene factors will ever lead to job satisfaction and motivation.
CAREER PLATEAUING
When an individual who is otherwise qualified for a higher position is unable to move up because of a lack of vacancies at the higher levels, the person is sometimes said to be on the organizational level. For example, they ignore the person who is satisfied with their current position and purposely forgoes promotion, the person who keeps the title but has added responsibility, and even the person who is "kicked up"---advancing but with reduced responsibility.
LIFE STAGE THEORIES OF PLATEAUING AND SUCCESSION
The Specific job and Supervisor
Because supervisors wield real and perceived power to a degree that few others achieve, they can influence the quality of the work employees do as well as their attitudes toward the job. The work climate created by a supervisor can help avert some of the negative consequences of plateauing when it occurs. They are proactive and willing to take risks and are supported in this by their organizations.
These employees feel that the organization is not doing much for them, but they usually have an interest that keeps them engaged in the work. These people are usually experts in their field, but although they are valued by their organizations, the work seems routine to them. These employees are not interested in training courses and opportunities for advancement offered by their organization.
These people are neither curious nor creative and have no interest in the training provided by their organizations.
METHODOLOGY
- Research Design
- Samplind
- Population
- Validity
- Frequencies
- Internal consistency of Instrument
She has access to information, processes and could measure the company's general climate. The organization is currently undergoing restructuring, job changes, relocation which affected the morale and motivation level of the employees, therefore career plateauing was a plausible aspect of the study and company A was a suitable case study. The distribution pattern of data was represented graphically to provide a clearer understanding and interpretation of the data.
It was easier to assess the accuracy of the survey instrument and the process undertaken for data collection. It refers to the extent to which a test measures what we actually want to measure (Schindler, Cooper, 2001). A major problem with the sampling method is that the reliability of the research is low as a completely different sample is likely to be selected in case of further research to be conducted.
This was important to examine the relationship between variables such as Age, Gender, Date employed, Job Period in relation to the perception of Job Satisfaction and Career Plateauing.
RESULTS
9. I am happy to do the work I do now for the rest of my life. I don't think it is likely that I will be promoted in the company in the foreseeable future. 20. The culture of the organization does not facilitate the upward progress of its individuals CARP20.
RESEARCH QUESTIONS ANSWERED
- Analysis of Career Plateauing being linked to Age
- Analysis of Job satisfaction being linked to Age
- Analysis of Career Plateauing being linked to Female Age Groups
- Analysis of Job Satisfaction being linked to Male Age Groups
- Analysis of Job Satisfaction being linked to Female Age Groups
- Analysis of Career Plateauing being linked to Years Employed
- Analysis of Job Satisfaction Questionnaire being linked to Years Employed
The above shows that employees in all age groups agreed (2-Agree) with the statements on the questionnaire. The overall mode score was (2-Agree), which further highlights that there is a perception of stagnation among Company A's workforce across all age groups. The data also concluded that there is a perception of plateauing at Company A across all age groups.
It is important to interpret recorded levels of job satisfaction within the context of the respondent's social environment. It has been argued that the organization can benefit from improving the levels of job satisfaction and organizational commitment. Aspects rated included employee motivation levels, job satisfaction indices, enthusiasm and the general mood regarding what individuals perceived about their work.
What can be summarized is that although the gender ratio did not show a significant relationship between the variables, issues such as power levels, career stages, equality, partner support, shared values, availability of childcare play a role in individual's perceptions of job satisfaction.
CORRELATIONAL FINDINGS AND INTERPRETATIONS
This value is not close to 1 or -1, so it means that the relationship is moderately strong, ie. especially older employees - attention should be paid to the level of their motivation and thus the level of satisfaction with work at the workplace. This value is not close to 1 or -1, so it means that the relationship is moderately strong.
The correlation value is positive, which indicates that the value is half of 1 and thus indicates that the relationship is strong, i.e. if the absolute value of the correlation is close to 1, it indicates a strong relationship between career plateau and job satisfaction. Because the P value indicates a significant correlation, it reemphasizes that the same results can be confirmed time and time again.
The linear relationship shows that the career plateau level will decrease in the same ratio as the job satisfaction value increases.
DISCUSSION OF FINDINGS
While there is clearly little evidence to show that the plateau is influenced by sex group, men feel as though they have reached the bottom of the road, while women become angry and frustrated and believe that this condition will return. It has been proposed that career satisfaction is related to an individual's ability to keep to a minimum the discrepancy between expectations regarding desired outcomes and actual career reality (Mihal, Sorce & Comte, 1984). Regarding Herzberg's two-factor theory, intrinsic motivation Le. motivators are an essential feature to achieve satisfaction.
This is typical of the situation currently experienced in Company A, where a large number of people compete for one post. This situation is further escalated as individuals believe they have reached the end of the road and that there are no further opportunities for promotion if they do not move up the corporate ladder. The definition of a plateau was the point at which career mobility, including both upward and lateral movements, is fairly questionable due to the length of time in the current role.
To measure the relative potential for future mobility in the position, the actual mobility of the previously occupied position was also used [16, p.
RECOMMENDATIONS AND ORGANISATIONAL ACTIONS
The protean concept of career management encourages an individual to take control of their lives, hence their careers. Recently, the focus has been shifted from the organization's responsibility to that of the individual, but the most preferred option is of a joint responsibility with the ownership resting on the individual, i.e. the research carried out so far shows that job satisfaction and a perception of career plateau existed. among employees of Company A.
The linear career pattern should be supplemented with other types of career pattern styles Le. The business of healthcare is such that it attracts new managed care initiatives to the market that could be managed as projects, and people could be grouped by subject matter expertise for the duration of the project. As John Davies and Yvonne Deighan have suggested: “In our preoccupation with motivating and retaining our superstars, we have neglected the needs of the vast majority of managers who actually keep the business going.
This approach should become considered company policy, but should be supported by counseling to help those affected by the plateau learn to live with it and perhaps positively enjoy the feeling that they no longer need to join' the rat race'.
CONCLUSION
What are the most critical needs and challenges the organization will face in the next two to three years. As Figure 13 shows, career management for today and the future requires a vision that is developed into a strategy and placed in relation to the company's overall objectives. For organizations like Company A, it is important to identify the life stage of their employees in career phase I and provide guidance regarding the different phases.
As the research showed, it is normal for those who feel less able than others to cope with such professional situations to have a greater impression of having reached a plateau. Common assumptions about employees with a plateau are that they have lower job performance, lower motivation, lower satisfaction, lower aspirations, lower job performance and bad attitudes. Although they present an element of frustration to the individual, it is a very valuable and stable period of rest and safety that provides an opportunity to regain perspective and digest new ideas.
It is in day-to-day management that we believe the organization can make a significant contribution to reducing the career plateau problem; a company can work io effectively defuse the career plateau stress cycle.
BIBLIOGRAPHY
Michael T, Alain R, Group and Organisational Management, December 1993, Volume 18, Issue 4
APPENDIX A
APPENDIX B
APPENDIXC
REALIBILITY ANALYSIS
