Career Plateau Different From Employee Obsolescence
A.R. Shakiladevi1, S. Rabiyathul Basariya2

1A.R.Shakiladevi, Research Scholar, Bharath Institute of Higher Education and Research, Chennai, India.
2S. Rabiyathul Basariya, Associate Professor & Research Supervisor, Dept of Commerce & Business Administration, Bharath Institute of Higher Education and Research, Chennai, India.
Manuscript received on 24 August 2019. | Revised Manuscript received on 09 September 2019. | Manuscript published on 30 September 2019. | PP: 822-824 | Volume-8 Issue-11, September 2019. | Retrieval Number: K14910981119/2019©BEIESP | DOI: 10.35940/ijitee.K1491.0981119
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© The Authors. Blue Eyes Intelligence Engineering and Sciences Publication (BEIESP). This is an open access article under the CC-BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/)

Abstract: Employees are now ‘reaching plateaus earlier in their careers than did their predecessors – and for earlier than their own expectations. So it is important for organizations and individuals to prepare to cope with the phenomenon successfully, particularly when the signs of an impending plateau are observed’. The risk of obsolescence is less if organizations accept responsibility for employee development and if employees are prepared to invest time in their development. Most of the people who join a particular job hope that they will be promoted every year or two. For example, in typical IT companies, promotions do happen year after year, based on the ratings. These promotions are given to every individual who performs within acceptable limits. He joins as a trainee software engineer then he becomes permanent after a year then senior soft engineer and so on. This is usually coupled with salary hikes too. But all good things come to an end, this cycle too halts. There comes a period when due to some reasons, promotions do stop for a period known as the career plateau.
Keywords: Career plateau, Expectations, Organization development, Employees development
Scope of the Article: