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Chapter 4 Results
This chapter specifies the research results and consists of 3 sections. Section 4-1 presents the demographic characteristic of collected samples, Section 4-2 reveals the results of correlation analysis, and Section 4-3 focuses on the results of hypotheses testing.
4-1 Demographic Variables
A total of 243 samples were collected. Of these, demographic characteristics include participants‟ gender, age, educational level, job tenure, whether they hold managerial positions or are religious. Demographic characteristics are shown in Table 4.1.
The sample consists of 55.6 % male participants (N = 135). Almost half of the participants are aged between 26 to 35 years old (48.1%, N = 117), 32.9% (N = 80) are aged between 36 to 45 years old, and 15.3% (N = 37) between 46 to 55 years old.
Accordingly, 39.3 % (N = 95) of the participants have a job tenure between 1 and 4 years, 28.1% (N = 68) of the participants has worked between 4 to 10 years and, 27%
(N = 65) over 10 years. The average job tenure is 7.39 years (SD = 6.74). This implies that most of the participants are relatively young but they are not newcomers who knew nothing about their jobs. It is likely that most of them are in a stage where they are familiar with their responsibilities, and are competing for opportunities to move up the corporate ladder.
As a whole, participants are well-educated, with 38.7% (N = 94) with a
bachelor‟s degree, 27.6% (N = 67) with a degree in vocational school or college, and
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21.4% (N = 52) with a master‟s degree. Also, 56.1% (N = 138) of the participants currently hold managerial position.
In terms of religion, 45.7 % (N = 111) of the participants reported themselves as religious, with most people practicing Buddhism (24.4%, N = 59). The samples also consist of participants working in various industries, mostly in manufacturing industry (23.1%, N = 56) and information technology industry (22.6%, N = 55).
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Table 4.1 Demographic Characteristics 0.1Item Category Number Percentage (%)
Gender Male 135 55.6
Manufacturing 56 23.1
Information
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Table 4.2 shows the means, standard deviations, coefficients of correlation, and reliability coefficients of the study variables.
4-2-1 Descriptive of the Study Variables
In terms of hierarchical plateau, participants averagely do not know whether they will be promoted in the near future (M = 3.08, SD = .85). However, they slightly disagree that they are uncertain about their future career development (M = 2.73, SD
= .70). Regarding job content plateau, participants averagely disagree that their jobs are unchallenging (M = 2.29, SD = .59), nor do they think their jobs are monotonous (M = 2.30, SD = .84).
Participants on average are slightly satisfied with their work (M = 5.23, SD = 1.08) and have slightly high inner life (M = 5.36, SD = .84) and belongingness to community (M = 5.50, SD = .70). Overall, they do not suffer much from emotional exhaustion (M = 2.84, SD = .87). However, they also don‟t involve much in their jobs (M = 4.40, SD = .88), neither are they strongly committed to their organizations (M = 4.78, SD = 10.70).
4-2-2 Correlation Analysis among the Study Variables
When taking a look at coefficient of correlations of the study variables, several interesting phenomena can be observed. First, hierarchical plateau and job content plateau correlate positively with its corresponding psychological processes: future career uncertainty (r = .46, p < .01) and subjective monotony (r = .66, p < .01). This means that the stronger an individual perceives a particular plateau, the stronger he or she would go through these psychological processes.
Second, participants‟ age (r = .21, p < .01) and job tenure (r = .17, p <. 01) relate
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positively with hierarchical plateau. This is consistent with the results of many studies that hierarchical plateaued employees tend to be older and have longer job tenures (Allen, et al., 1998; Tremblay & Roger, 1993). In addition, participants with managerial positions have lower perception of hierarchical plateau (r = -.13, p < .05) and less uncertainty with their future career (r = -.16, p < .05). They also think that their work is not monotonous (r = -.32, p < .01) and report less job content plateau (r
= -.20, p < .01).
Moreover, participants‟ inner life and belongingness to community both correlate negatively with hierarchical (r = -.26, p < .01; r = -.36, p < .01) and job content plateau (r = -.24, p < .01; r = -.53, p < .01) as well as the two corresponding
psychological processes: future career uncertainty (r = -.34, p < .01; r = -.43, p < .01) and subjective monotony (r = -.26, p < .01; r = -.51, p < .01). This implies that participants with higher inner life and community perceive themselves as less career plateaued and experience weaker psychological processes.
In terms of employee outcomes, both types of plateaus are negatively correlated with job satisfaction (r = -.31, p < .01; r = -.40, p < .01), job involvement (r = -.29, p
< .01; r = -.39, p < .01) and affective organizational commitment (r = -.35, p < .01; r
= -.43, p < .01). Nonetheless, both are not correlated with emotional exhaustion.
Older employees with longer job tenure tend to be more satisfied with their jobs (r = .21, p < .01; r = .13, p < .05), and are more committed to their organizations (r
= .17, p < .01; r = .19, p < .01). Similarly, participants with managerial positions have greater job satisfaction (r = .23, p < .01), job involvement (r = .18, p < .01), affective organizational commitment (r = .28, p < .01), and experience less emotional exhaustion (r = -.14, p < .01).
Participants with higher inner life and stronger belongingness to community are
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less emotionally exhausted (r = -.28, p < .01; r = -.14, p < .01), have higher job
satisfaction (r = .41, p < .01; r = .51, p < .01), deeper job involvement (r = .29, p < .01;
r = .48, p < .01) and greater commitment to their organizations (r = .45, p < .01; r
= .55, p < .01).
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Table 4.2 Coefficients of correlations0.2
Mean S.D A1 A2 A3 A4 A5 A6 A7 B1 B2 C1 C2 D1 D2 E1 E2 E3 E4
Note: N = 243, ** Correlation is significant at the 0.01 level (2-tailed). * Correlation is significant at the 0.05 level (2-tailed). Cronbach‟s appears on the diagonal.
Gender: 0 = female, 1 = male; Age: 1 = under 25, 2 = 26 to 35 years old, 3 = 36 to 45 years old, 4 = 46 to 55 years old, 5 = over 56 years old ; Educational level: 1 = elementary school or under, 2 = middle school, 3 = high school, 4 = college, 5 = university (bachelor’s degree), 6 = Master’s degree, 7 = PhD degree; Managerial level: 0 = yes, 1 = no ;Job tenure (month) ;Religious: 0 = yes, 1 = no. Main effect variables, process variables and emotional exhaustion are measured on a 5-point agreement scale:
1 = strongly disagree, 2 = disagree, 3 = neutral, 4 = agree, 5 = strongly agree. Moderators, job satisfaction, job involvement and affective organizational commitment are measured on a 7-point agreement scale: 1 = strongly disagree, 2 = disagree, 3 = slightly disagree, 4 = neutral, 5 = slightly agree, 6 = agree, 7 = strongly agree.
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4-3 Hypotheses Testing
4-3-1 Analysis for the Relationship between Career Plateau and Emotional Exhaustion
Table 4.3 includes results of regression analysis between the two career plateaus and emotional exhaustion. Individuals‟ perception of hierarchical plateau has a positive relationship with emotional exhaustion ( = .14, p < .05). This means the more individuals think of themselves as hierarchically plateaued, the greater they will experience emotional exhaustion. However, this does not apply to job content plateau.
Analysis results show that there is no relationship between perceptions of job content plateau and emotional exhaustion.
From the above results, H1a is supported but H1b is not. Hence, H1 is partially supported.
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Table 4.3 Regression analysis between career plateau and emotional exhaustion (H1)0.3
Emotional Exhaustion (Standardized coefficient )
Model 0 Model 1 Model 2
Step 1
Gender .10 .10 .12 .12
Age -.33** -.35** -.37** -.37**
Education -.06 -.06 -.06 -.06
Managerial Level -.07 -.05 -.04 -.03
Job tenure .14 .14 .12 .13
Religious -.15* -.15* -.15* -.14*
Industry -.07 -.07 -.06 -.07
Hierarchical plateau .16*
Job content plateau .09
Step 2
Hierarchical plateau .14*
Job content plateau .06
R2 .13 .14 .16 .16
R2 - .01 .02* .02*
Adj. R2 .11 .11 .13 .12
F value 4.96** 4.60** 5.16** 4.68**
*p < .05, **p < .01
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4-3-2 Analysis for the Relationship between Career Plateau and Organizational Outcomes
Table 4.4 presents the results of regression analysis between the two career plateaus and organizational outcomes such as individuals‟ job satisfaction, job involvement and affective organizational commitment.
Beginning with job satisfaction, experiences of both hierarchical plateau ( = -.28, p < .01) and job content plateau ( = -.32, p < .01) are negatively associated with job satisfaction. This implies that the more individuals perceive themselves as incapable to be promoted, or think that they‟re jobs are unchallenging, the less they are satisfied with their jobs.
As for job involvement, perceptions of hierarchical plateau ( = -.21, p < .01) and job content plateau ( = -.33, p < .01) are both negatively related with job
involvement. This means the more individuals experience these two plateaus, the less they want to be involved in their jobs.
For affective organizational commitment, experience of hierarchical plateau ( = -.32, p < .01) and job content plateau ( = -.34, p < .01) are negatively related with their affective organizational commitment. This shows that the more individuals experience the two types of plateaus, the less they are committed to their organization.
With the above results, H2 is fully supported.
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Table 4.4 Regression analysis between career plateau and organizational outcomes (H2)0.4 Job Satisfaction
(Standardized coefficient ) Job Involvement
(Standardized coefficient ) Organizational Commitment (Standardized coefficient )
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4-3-3 Analysis for Psychological Processes as Mediators between Career Plateaus and Employee outcomes.
Mediating effect was tested in this study using hierarchical multiple regression analysis. According to Baron and Kenny‟s (1986) study, three regression equations (in their words) should be established when testing mediation:
1. Regress the mediator (psychological processes) on the independent variable (career plateau), then
2. Regress the dependent variable (employee outcomes) on the independent variable, and
3. Regress the dependent variable on independent variable as well as on the mediator.
To see whether the mediating effect is significant, Baron and Kenny (1986) pointed out that the following three condition must hold:
1. In the first equation, the independent variable (career plateau) has to affect the mediator (psychological processes).
2. In the second equation, the independent variable has to affect the dependent variable (employee outcomes).
3. In the third equation, the mediator has to affect the dependent variable, and the effect of the independent variable on the dependent variable should be less than that in the second equation.
If the independent variable does not affect the dependent variable when the mediator is controlled, a perfect mediation would result.
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When mediating effect is significant, Sobel test should be further performed to ensure that there is no multicollinearity between the independent variable and the mediator. In the present study, Sobel test is performed using an online calculation tool developed by Preacher and Leonardelli (2001).
Table 4.5 to Table 4.8 present the results of H3, which proposed that individuals‟
future career uncertainty would be a mediator between their hierarchical plateau and employee outcomes. Each Table consists of three equations. Equation 1 (E1) of these four Tables are all the same and because they share the same independent variable (hierarchical plateau) and mediator (future career uncertainty). The result shows that perceptions of hierarchical plateau positively affects future career uncertainty ( = .48, p < .01).
In Table 4.5, emotional exhaustion serves as the dependent variable. Equation 2 (E2) shows that perceptions of hierarchical plateau would also positively affect individuals‟ emotional exhaustion ( = .14, p < .05). In the third equation (E3), the mediator positively affects emotional exhaustion ( = .28, p < .01) and the effect of hierarchical plateau on emotional exhaustion is lessened ( = .01, p = .90) compared with E2. Sobel test indicates that there is no multilinearity between hierarchical plateau and uncertainty (test statistics = 3.58, p < .01). Therefore, the hypothesis that future career uncertainty as a mediator for the relationship between hierarchical plateau and emotional exhaustion (H3a) is supported.
In Table 4.6, job satisfaction serves as the dependent variable. E2 indicates that hierarchical plateau negatively affects individuals‟ job satisfaction ( = -.28, p < .01) and E3 indicates further that the mediator affects their job satisfaction. The effect of hierarchical plateau decreased ( = -.08, p = .18) in comparison with E2 and Sobel
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test shows that there is no multilinearity between hierarchical plateau and uncertainty (test statistics= -5.01, p < .01). Thus, the hypothesis that future career uncertainty is a mediator for the relationship between hierarchical plateau and job satisfaction (H3b) is supported.
In Table 4.7, job involvement serves as the dependent variable. E2 indicates that hierarchical plateau negatively affects individuals‟ job involvement ( = -.21, p < .01), and E3 shows that the mediator negatively affects their job involvement ( = -.25, p
< .01). The effect of hierarchical plateau lessened greatly ( = -.10, p = .18) in comparison with E2 and Sobel test shows that there is no multilinearity between hierarchical plateau and uncertainty (test statistics = -3.27, p < .01). As a result, the hypothesis that future career uncertainty is a mediator for the relationship between hierarchical plateau and job involvement (H3c) is supported.
In Table 4.8, affective organizational commitment serves as the dependent variable. E2 indicates that hierarchical plateau negatively affects individuals‟
commitment to their organizations ( = -.32, p < .01), and E3 presents that the mediator negatively affects their organizational commitment ( = -.38, p < .01). The effect of hierarchical plateau lessened ( = -.14, p < .05) in comparison with E2 and Sobel test shows that there is no multilinearity between hierarchical plateau and uncertainty (test statistics = -5.03, p < .01). Therefore, the hypothesis that future career uncertainty is a mediator for the relationship between hierarchical plateau and affective organizational commitment (H3d) is supported.
From the above the above results, H3 is fully supported.
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Table 4.5 Examination of future career uncertainty as mediator between hierarchical plateau and emotional exhaustion (H3a)0.5
Future Career
Future career uncertainty .28**
R2 .29 .16 .22
R2 .20** .02* .08**
Adj. R2 .26 .12 .18
F value 10.11** 4.68** 6.12**
*p < .05, **p < .01
Table 4.6 Examination of future career uncertainty as mediator between hierarchical plateau and job satisfaction (H3b)0.6
Future Career
Future career uncertainty -.40**
R2 .29 .29 .40
R2 .20** .07** .18**
Adj. R2 .26 .26 .37
F value 10.11** 9.95** 14.85**
*p < .05, **p < .01
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Table 4.7 Examination of future career uncertainty as mediator between hierarchical plateau and job involvement (H3c)0.7
Future Career
Future career uncertainty -.25**
R2 .29 .22 .26
R2 .20** .04** .08**
Adj. R2 .26 .18 .23
F value 10.11** 6.82** 7.75**
*p < .05, **p < .01
Table 4.8 Examination of future career uncertainty as mediator between hierarchical plateau and affective organizational commitment (H3d)0.8
Future Career
Future career uncertainty -.38**
R2 .29 .35 .46
R2 .20** .09** .19**
Adj. R2 .26 .33 .44
F value 10.11** 13.67** 18.91**
*p < .05, **p < .01
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Table 4.9 to Table 4.12 present the results of H4, which proposed that individuals‟
subjective monotony would be a mediator between their perception of job content plateau and employee outcomes. Each Table consists of three equations. Equation 1 (E1) of these four Tables are all the same and because they share the same
independent variable (job content plateau) and mediator (subjective monotony). The result shows that perceptions of job content plateau positively affects their feeling of monotony ( = .61, p < .01).
In Table 4.9, emotional exhaustion serves as the dependent variable. E2 shows that perceptions of job content plateau has no effect on individuals‟ emotional exhaustion ( = .06, p = .36), but in E3, the mediator positively affects emotional exhaustion ( = .29, p < .01). Results of Sobel test shows that there is no
multilinearity between job content plateau and subjective monotony (test statistics = -2.72, p < .01). This indicates a complete mediation, and the hypothesis that subjective monotony as a mediator for the relationship between job content plateau and
emotional exhaustion (H4a) is supported.
In Table 4.10, job satisfaction is the dependent variable. E2 indicates that job content plateau negatively affects individuals‟ job satisfaction ( = -.32, p < .01) and E3 indicates further that the mediator also negatively affects their job satisfaction ( = -.26, p < .01). The effect of job content plateau decreased ( = -.16, p < .05) in
comparison with E2 and Sobel test shows that there is no multilinearity between hierarchical plateau and subjective monotony (test statistics = -3.09, p < .01). Thus, the hypothesis that subjective monotony is a mediator for the relationship between job content plateau and job satisfaction (H4b) is supported.
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In Table 4.11, job involvement serves as the dependent variable. E2 indicates that job content plateau negatively affects individuals‟ job involvement ( = -.33, p < .01), and E3 shows that the mediator negatively affects their job involvement ( = -.21, p
< .01). The effect of job content plateau lessened ( = -.20, p < .05) in comparison with E2 and Sobel test shows that there is no multilinearity between job content plateau and subjective monotony (test statistics= -2.43, p < .05). As a result, the hypothesis that subjective monotony is a mediator for the relationship between job content plateau and job involvement (H4c) is supported.
In Table 4.12, affective organizational commitment serves as the dependent variable. E2 indicates that job content plateau negatively affects individuals‟
commitment to their organizations ( = -.34, p < .01), and E3 shows that the mediator would negatively affect their organizational commitment ( = -.22, p < .01). The effect of job content plateau lessened ( = -.20, p < .01) in comparison with E2 and Sobel test shows that there is no multilinearity between job content plateau and subjective monotony (test statistics= -2.72, p < .01). Therefore, the hypothesis that subjective monotony is a mediator for the relationship between job content plateau and affective organizational commitment (H4d) is supported.
Summarizing the above results, H4 is fully supported.
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Table 4.9 Examination of subjective monotony as mediator between job content plateau and emotional exhaustion (H4a)0.9
Subjective
Subjective monotony .29**
R2 .54 .16 .19
R2 .34** .02* .04**
Adj. R2 .52 .12 .16
F value 29.49** 4.68** 5.98**
*p < .05, **p < .01
Table 4.10 Examination of subjective monotony as mediator between job content plateau and job satisfaction (H4b)0.10
Subjective
Subjective monotony -.26**
R2 .54 .29 .32
R2 .34** .09** .12**
Adj. R2 .52 .26 .29
F value 29.49** 9.95** 10.32**
*p < .05, **p < .01
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Table 4.11 Examination of subjective monotony as mediator between job content plateau and job involvement (H4c)0.11
Subjective
Subjective monotony -.21*
R2 .54 .22 .24
R2 .34** .10** .12**
Adj. R2 .52 .18 .20
F value 29.49** 6.82** 6.89**
*p < .05, **p < .01
Table 4.12 Examination of subjective monotony as mediator between job content plateau and affective organizational commitment (H4d)0.12
Subjective
Subjective monotony -.22**
R2 .54 .35 .38
R2 .34** .10 .12**
Adj. R2 .52 .33 .35
F value 29.49** 13.67** 13.43**
*p < .05, **p < .01
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4-3-4 Analysis for Inner Life and Belongingness to Community as Moderators between Career Plateau and Psychological Processes
Table 4.13 presents the results of H5, which proposed that individuals‟ inner life and belongingness to community would be moderators between hierarchical plateau and future career uncertainty. While individuals‟ community ( = -.09, p = .19) do not pose a moderating effect on future career uncertainty, individuals‟ inner life has a significant moderating effect ( = -.18, p < .05). More can be understood from Figure 4.1. Figure 4.1 indicates that the relationship between hierarchical plateau and future career uncertainty are positively related both for individuals with high and low inner life. This means that the more individuals perceived themselves as hierarchically plateaued, the greater they are uncertain about their future. For individuals with high inner life, the effect is not as obvious as those with lower inner life. Consistent with our prediction, inner life buffers employees‟ uncertainty about future career.
From the above results, only H5a is supported, thus, H5 is partially supported.
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Table 4.13 Examination of inner life and community as moderators between hierarchical plateau and future career uncertainty (H5)0.13
Future Career Uncertainty
Figure 4.1 Moderating effect of inner life on hierarchical plateau and future career uncertainty5
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Table 4.14 presents the results of H6, which proposed that individuals‟ inner life and belongingness to community would be moderators between job content plateau and subjective monotony. However, neither of the interactions with job content plateau has a significant moderating effect: (inner life: = -.31, p = .51; community:
= .-.01, p = .82) Therefore, H6 is not supported.
Table 4.15 provides a clearer summary of the results of hypotheses in this study.
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Table 4.14 Examination of inner life and community as moderators between job content plateau and subjective monotony (H6)0.14
Subjective Monotony
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Table 4.15 Summary of results of hypotheses0.15
Hypotheses Results
Hypothesis 1a:
Individuals‟ perception of hierarchical plateau is positively associated with emotional exhaustion.
Supported Hypothesis 1b:
Individuals‟ perception of job content plateau is positively associated with emotional exhaustion.
Not supported Hypothesis 2:
Individuals‟ perception of hierarchical plateau is negatively associated with organizational outcomes such as
(a) job satisfaction, (b) job involvement, and (c) affective organizational commitment.
Similarly, individuals‟ perception of job content plateau is negatively associated with (d) job satisfaction, (e) job involvement, and (f) affective organizational commitment.
Supported
Hypothesis 3:
Individuals‟ future career uncertainty is a mediator for the relationship between their perception of hierarchical plateau and employee outcomes:
(a) emotional exhaustion, (b) job satisfaction, (c) job involvement, and (d) affective organizational commitment.
Supported
Hypothesis 4:
Individuals‟ subjective monotony is a mediator for the relationship between their perception of job content plateau and employee outcomes:
(a) emotional exhaustion, (b) job satisfaction, (c) job involvement, and (d) affective organizational commitment.
Supported
Hypothesis 5a:
Individuals‟ inner life in the workplace moderates the relationship between their perception of hierarchical plateau and their future career uncertainty, such that individuals high on inner life would have less uncertainty about their future career.
Supported
Hypothesis 5b:
Individuals‟ belongingness to community in the workplace moderates the relationship between their perception of hierarchical plateau and their future career uncertainty, such that individuals high on community would have less uncertainty about their future career.
Not supported
Hypothesis 6a:
Individuals‟ inner life in the workplace moderates the relationship between their perception of job content plateau and their subjective monotony, such that individuals high on inner life would have lower subjective monotony.
Not supported
Hypothesis 6b:
Individuals‟ belongingness to community in the workplace moderates the relationship between their perception of job content plateau and their subjective monotony, such that individuals high on community would have lower subjective monotony.
Not supported
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Several important findings have been discovered in this study. First, as predicted, hierarchical plateau produces strain and negative job attitudes. It results in higher emotional exhaustion, less satisfaction with jobs, less involvement in work, and less commitment to organizations. This is also consistent with many studies that
connected hierarchical career plateau with stress and unwanted job attitudes (Allen, et al., 1998; Elsass & Ralston, 1989; Lentz & Allen, 2009; McCleese & Eby, 2007). On the other hand, though job content plateau does not influence emotional exhaustion, it is related with job dissatisfaction, lower job involvement, and lower affective
organizational commitment.
The second finding of this study is that psychological processes play important roles in contributing to plateaued employee outcomes. Specifically, hierarchical plateaued individuals experience uncertainty for their future career, whereas job content plateaued employees perceive their work as boring and monotonous. Both processes have mediating effects that pass the influence of career plateau to
individuals‟ employee outcomes. When employees feel uncertain about their future career advancement as a result of their experience of hierarchical plateau, they would feel emotionally exhausted, less likely to be satisfied with their jobs, to be involved in their works, feel affectively committed to their organizations. Similarly, job content plateau individuals, who feel bored about their jobs, also report the same
organizational outcomes. They report less satisfaction about their jobs and less involvement in their work; they are also less committed to their organizations.
However, one significant difference is that subjective monotony has a complete