Coping With a Career Plateau: An Empirical Examination of What Works and What Doesn't¹

This study examines the relationships between coping responses and organizational outcomes for career‐plateaued and nonplateaued employees. The objective 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, were associated with more positive attitudes and higher perceived performance among plateaued employees. Among nonplateaued employees, there were no significant relationships found. Negative denial responses, such as blaming the supervisor or organization for the plateau, reporting intentions to leave, and use of alcohol or drugs, were associated with lower attitudes and higher career‐related strain among both plateaued and nonplateaued employees. Negative behavioral responses, such as lowering quality or quantity of work, psychological withdrawal, and lateral transfers, were associated with lower attitudes among both groups of employees and lower perceived performance among plateaued employees. Implications for managers and human resource professionals are discussed.