Managing Career Plateauing in the Quebec Public Sector

Abstract

Many events in recent decades have made promotion opportunities increasingly scarce, thus significantly changing the career prospects of a large number of individuals. Feelings of career failure can have negative consequences for both individuals and organizations. Based on a survey of 192 managers and professionals in the Quebec public sector, our results indicate that the absence or inadequacy of practices linked to career planning, development, and support, as well as the lack of opportunities to play new roles and participate in work groups, accentuates the perception of career plateauing. In order for working conditions to be conducive to individual development, Quebec's public sector organizations will need to modify management practices related to the career plateau phenomenon.