The effects of career plateaued workers on in-group members’ perceptions of P-O fit

The purpose of this paper is to examine the effects on in-group members of an influential worker's response to being in a state of career plateau.

Using the concepts of the career plateau, person-organization fit, and organizational climate, a set of propositions is presented and discussed relative to the influential worker's response. A model is presented to illustrate the effects and the components involved.

An influential career plateaued worker can affect the in-group he or she is associated with. An ineffectively plateaued worker is not only low in productivity, but also resorts to such negative behavior as absenteeism, withdrawal, and frequent job changes. When noticed by other in-group members, such behavior can affect their attitudes and behaviors.

The organizational socialization process can counter the effects of the otherwise influential ineffectively career plateaued person's response. This is possible if the socialization process is strong enough to overcome (or complement) certain personal characteristics of the in-group members and their association with the career plateaued person by creating an environment where career progress, performance expectations, and role expectations are clear.

The paper develops an original model based on a set of theory-based propositions that is of value to both academicians and practitioners.