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Plateaued Managers: Their Need Gratifications And Their Effort‐Performance Expectations [I]

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  • Martin G. Evans
  • Elizabeth Gilbert

Abstract

The repeal of mandatory retirement laws will result in new pressures on organizations to motivate and satisfy those managers who have reached their ceiling in the organization. This study compares the satisfaction and motivation (in terms of performance‐reward instrumentalities) of a group of plateaued and non‐plateaued managers. This was done both with and without controlling for the managers age. Age, rather than plateauing, seemed to be implicated in any observed differences. We found that older managers reported lower satisfaction with future organizational rewards and see stronger instrumentalities for mentoring type activities then do their younger colleagues.

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  • Martin G. Evans & Elizabeth Gilbert, 1984. "Plateaued Managers: Their Need Gratifications And Their Effort‐Performance Expectations [I]," Journal of Management Studies, Wiley Blackwell, vol. 21(1), pages 99-108, January.
    • Handle: RePEc:bla:jomstd:v:21:y:1984:i:1:p:99-108
    DOI: 10.1111/j.1467-6486.1984.tb00226.x
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    Cited by:

    1. H. Tezcan Uysal & Fatma Yilmaz, 2020. "Procrastination in the workplace: The role of hierarchical career plateau," Upravlenets, Ural State University of Economics, vol. 11(3), pages 82-101, July.
    2. Jung Eon Kwon, 2022. "The Impact of Career Plateau on Job Burnout in the COVID-19 Pandemic: A Moderating Role of Regulatory Focus," IJERPH, MDPI, vol. 19(3), pages 1-16, January.

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