Revisiting the relationship between career plateau and job performance: A social‐cognitive perspective

Abstract Previous studies examining the influence of career plateau on job performance have primarily adopted a social exchange or conservation‐of‐resources perspective, but support for these perspectives has been inconsistent. Our research takes a novel theoretical approach by investigating how and when career plateau affects job performance through a social‐cognitive lens. Specifically, we propose job self‐efficacy as a mechanism through which hierarchical and job content plateau affect job performance, and that these relationships will be moderated by career stage. Path analysis results from a multi‐wave, multisource study featuring supervisor–subordinate dyads indicate that a hierarchical plateau (where promotions are perceived as unlikely) is associated with lower job self‐efficacy and, in turn, lower supervisor‐rated performance for employees in the maintenance career stage. In contrast, a job content plateau (where employees perceive a lack of new responsibilities and work challenges) is associated with higher job self‐efficacy and, in turn, better supervisor‐rated performance, regardless of their career stages. By applying a novel theoretical perspective, we enhance understanding of the relationship between career plateau and employee performance.