The Relationship Between Career Plateau Phenomena and Employees' Causal Attribution toward Promotion

Abstract

The purpose of this study is two fold. The first one is to investigate the relationship between employees' career plateau phenomena and causal attribution toward promotion. The second one is to investigate the effect of causal attribution toward promotion that career plateau phenomena raise employees' performance, etc. The facts and conclusions in this paper were drawn by using 237 executives who are all chief of a section in ten big companies. About the first one, after using multiple regression analysis, it was clear that subjective non-plateaus attribute the cause of promotion to inner factors and stable factors. About the second one, after using multiple regression analysis, significant moderator effects of causal attribution toward promotion toward following relationships were cleared: 1. causal attribution to destiny in the relationship between perceived promotion opportunity and performance; 2. causal attribution to difficulty in the relationship between positional tenure and performance; 3. causal attribution to support from marginal people in the relationship between perceived promotion opportunity and turnover intention. As a whole, it was suggested that the degree of employees' plateauness affects their causal attribution toward promotion.