Plateaued and Non-Plateaued Managers: Factors in Job Performance

Abstract

The opportunity to have vertical mobility, to grow in a career sense, and to be promoted to higher levels of responsibility, is endemic to the American culture. Yet, most managers reach a career plateau before they reach the top. What happens when this occurs? What is the effect on job performance? Using both self and organizational responses, 384 middle level managers were partitioned into various likelihood of promotion and degree of mutuality groups. A comparison off the pattern of factors associated with groups of high and low likelihood of promotion suggests these groups are independent. A similar comparison of groups with varying degrees bf mutuality indicates these groups are independent also. A comparison employing the source of assessment (individual or organization) did not produce significant differences. Thus, both likelihood of promotion and mutuality appear useful in further clarifying the nature of managerial work motivation. Implications of these results are discussed from both individual and organizational perspectives.