Professional Documents
Culture Documents
Technical and managerial obsolescence are common among mid career employees. In addition,
many highly successful and mobile employees experience feeling of personal failure at midlife,
reflecting the guilt and regret over having scarified family relationship and other affiliation in the
ambitious pursuit of career success. Midlife crisi is universally experienced.
Organizations provide fewer and fewer positions at higher levels of the hierarchy.
There is competition for these few (higher) positions
Organization growing slowly, not growing at all
Virtually eliminating the mandatory retirements
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Change in technology may closed certain career paths or open new paths for which
employees are not prepared
Employees more likely plateau because they though its more valuable in their present
position, lack technical and managerial skill to advance further
Career plateau can be classified as position plateau and contribution plateau. Position plateau
occurs when there is limited or no upward movement within the organization possibly due to
lack of opportunities within the organization. On the other hand, contribution plateau occurs
when there is stagnation in one's personal development and growth. Here, there is no further
development of one's skills and abilities. It is believed that position plateau can happen to every
employee and does not necessarily mean absence of skills.
On the other hand, contribution plateau happen to specific individuals only and is incompetent
due to lack of skills. An employee can be personally plateaued or organizationally plateaued.
Plateauing becomes dysfunctional when the employee feels stuck in a job that offers no potential
for personal growth
Consequences:
Plateaued employees may become angry, frustrated, bored, stagnant, less involved and motivated
in their work. Ultimately effect on performance and cause a decline in the performance in the
organization.
There are four principal career categories:
Stars.
Individuals in an organization who are presently doing
outstanding work and have a high potential for continued
advancement.
Solid citizens.
Individuals in an organization whose present
performance is satisfactory but whose chance for future advancement
is small.
Naturally, organizations would like to have all stars and solid citizens.
The challenge, however, is to transform the learners into stars or solid
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citizens and keep the current stars and solid citizens from slipping into the
deadwood category. Furthermore, there is a tendency to overlook solid
citizens. The learners, stars, and deadwood usually get most of the attention
in terms of development programs and stimulating assignments. Neglect of
the solid citizens may result in their slipping into the deadwood category.
Obsolescence:
Provide rewards
innovations
for
updating
behaviors,
suggestions,
and
Midcareer change:
Career change has been viewed as movement into a different occupation
that is not a part of a typical career path. Career routine is a cycle of
common, ongoing behavior that develops through earlier experiences of
psychological success.
Reasons to make career changes:
Individual factors:
Individual factors include dissatisfied with current occupation, Need for greater achievement &
contribution, ones age, health, interest, values and alteration in family relationships.
Environmental factors:
Environmental factors includes loss of ones job, change in technology, economies forces,
corporate restructuring/ downsizing, changes in reward system, increase job demands, and other
issues.
Healthy reasons for changing careers during midlife years:
Wrong reasons:
Top official, must first appreciate the issue facing midcareer employees
Avoid overreacting to employees
Develop useful programs
Develop interpersonal relationship with those party who is in midcareer
Educate organizational member in midcareer through seminar, workshop, supports group.
When employees understand that they are experiencing natural then they can deal it more effectively. If
they are fail to understand this situation then doubt and frustration my produce.
Self assessment is critical in midcareer. Specifically, individuals should conduct periodic self
assessments and reappraisals to determine whether their interest, values, and skills are in line ith
their established goals and plans.
Reflection of midcareer change:
Individual has experience four types of initial responses to loss of the job.
Sense of shock and disbelief (individual assume job loss wont happen to them)
Anger at the company and its management
Sense of relief (uncertainty and stress of potential termination is finally lifted)
Sign of escapism (display little or no emotions)
To minimize the negative consequences of the job ones loss organization should follow some
suggestions offered by Harold Kaufman like:
LATE CAREER
The primary tasks of the late career are to remaining productive, and to prepare for effective
retirement
Productivity:
Remaining productivity is important to the late career employee. There are several obstacles to
remaining productivity during the late career like rapid change in technology and older worker
has limited education and skills. Effect of midlife career plateaued is negative on the
performance of late career employees.
To prevent the obstacles to remaining productivity during the late career do some things like;
Older workers should receive the training they need to avoid skill obsolescence and to
be prepared to use new technology
Older employees need resources and referral help that addresses long-term care and
elder care
Flexibility in scheduling to allow for care of sick spouses, return to school, travel, or
reduced work hours
Assessment and counseling to help older workers
recycle to new jobs or careers, or
Transition to less secure positions whose responsibilities are not as clearly outlined
Companies need to ensure that employees do not hold inappropriate stereotypes about
older employees
Preference towards or against retirement vary from person to person on the bases of health,
work, and personality. Government and organization polices, employee background, attitudes
and social circumstances affect the decision to retire.
Retirement planning program should be focus on both intrinsic and extrinsic aspect of
retirement
Program should be run in two way communication and provide opportunity for
counseling
Program should begin at least 5 years prior to anticipate retirement to allow adequate
time to address all issue
Previously retire person can be use as a information resources
Spouse participation in retirement planning program can be beneficial and should be
encouraged
Special retirement plan should be offer for strongly committed employees
Many organizations prefer that the more competent adaptable late career employees continue
working beyond normal retirement age and that others take early retirement. A system of
flexible work patterns may enable both of these aims to be met. Organization encourage the less
talented to take early retirement. To avoid costly litigation, companies need to make sure that
their early retirement programs contain the following features:
The program is part of the employee benefit plan
The company can justify age-related distinctions for eligibility for early
retirement
Employees are allowed to voluntarily choose early retirement