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109
MANAGEMENT AND ADMINISTRATION
JOURNAL
2 (63)
◆
2024
Ola Bareja-Wawryszuk
University of Siedlce
ORCID: 0000-0002-3791-5736
ola.bareja-wawryszuk@uws.edu.pl
JEL Classification: D23, J28, J63, M54
Vladimer Togonidze
International Black Sea University
ORCID: 0009-0009-9735-641X
22100133@ibsu.edu.ge
Mirac Aslantas
Non Affiliated Author
ORCID: 0009-0004-9675-4989
miracaslantas@gmail.com
THE IMPACT OF CAREER PLATEAUS ON EMPLOYEE JOB
SATISFACTION. THE MODERATING ROLE OF REMOTE WORK
STAGNACJA ZAWODOWA A SATYSFAKCJA Z PRACY.
MODERUJĄCA ROLA PRACY ZDALNEJ
https://doi.org/10.34739/maj.2024.02.11
Abstract: This study examines the impact of career plateaus on job satisfaction, highlighting the moderating role of
remote work. Career plateau, characterized by limited career advancement opportunities, has been identified as a si-
gnificant detractor of employee engagement and satisfaction. Leveraging the flexibility and autonomy of remote work,
this research explores its potential to mitigate the adverse effects of career stagnation. A quantitative methodology was
applied, analyzing survey data from public and private sector employees in Georgia using linear regression to test the
hypotheses. The findings confirm a negative correlation between career plateau and job satisfaction, while greater au-
tonomy in remote work significantly enhances job satisfaction levels. The study underscores the necessity of implemen-
ting job-design strategies that incorporate flexible employment forms as a means to counteract the effects of career
stagnation and promote employee well-being.
Keywords: Career Plateau, Job Satisfaction, Remote Work
Streszczenie: Badanie analizuje wpływ stagnacji zawodowej na satysfakcję z pracy, uwzględniając moderującą rolę pracy
zdalnej. Stagnacja zawodowa, charakteryzująca się ograniczonymi możliwościami rozwoju zawodowego, została ziden-
tyfikowana jako istotny czynnik obniżający zaangażowanie i satysfakcję pracowników. W kontekście elastyczności i au-
tonomii, praca zdalna stanowi potencjalne narzędzie łagodzenia negatywnych skutków stagnacji zawodowej. Wykorzy-
stując metodologię ilościową, badanie przeanalizowało dane od pracowników sektora publicznego i prywatnego w Gru-
zji, stosując regresję liniową do testowania hipotez. Wyniki potwierdzają negatywną korelację między stagnacją zawo-
dową a satysfakcją z pracy oraz wskazują, że większa autonomia w pracy zdalnej znacząco zwiększa poziom zadowolenia
zawodowego. Badanie podkreśla potrzebę wdrażania strategii projektowania pracy, które uwzględniają elastyczne
formy zatrudnienia, jako środek przeciwdziałania skutkom stagnacji zawodowej i wspierania dobrostanu pracowników.
Słowa kluczowe: stagnacja zawodowa, satysfakcja z pracy, praca zdalna
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Introduction
Employees perceive the lack of promotional prospects as a key factor in diminishing their overall job satis-
faction, leading to reduced motivation and a feeling of stagnation in their career progression. Addressing this
issue is vital to enhancing employee morale and ensuring a motivated workforce. One promising solution to
counteract the adverse effects of a career plateau is the introduction of remote work opportunities. Remote
work fosters increased flexibility and autonomy, elements that are crucial for improving job satisfaction and
strengthening the psychological contract between employers and employees. By granting employees the
ability to work remotely, they are empowered to define their work-life balance, explore new opportunities
outside the traditional office environment, and gain a sense of fulfillment, ultimately leading to enhanced
job satisfaction and higher employee retention.
Furthermore, social exchange theory suggests that when employers provide meaningful benefits such
as remote work options, employees feel a reciprocal obligation to exert greater effort and commitment in
their roles. The provision of remote work opportunities, especially in teleworkable sectors, not only supports
employees facing career stagnation but also fosters a positive emotional climate conducive to professional
growth. In summary, the strategic implementation of remote work can serve as an effective means of impro-
ving job satisfaction, promoting professional development, and enhancing the overall well-being of em-
ployees.
Literature Review
• Career plateau
The concept of career plateau has been a subject of research for over 50 years, with a focus on its impact on
employee job satisfaction and various work-related outcomes. Career plateau comprises both subjective and
objective components. The subjective aspect involves an employee’s perception of their current position and
prospects, while the objective aspect may be reflected in a long tenure at the same level. According to Chao
(1990) and Trembley (2014), the subjective aspect of career plateau, including an individual’s perception of
their chances for career advancement, is more significant and has a greater influence on work behaviors than
the objective aspect, such as long tenure, age or frequency of promotion. The classical definition admires the
role of tenure as an objective component of career plateau. However, Chao (1990) argues that the subjective
component of career plateau, such as the self-opinion of career advancement, is more important and expla-
ins more variances of work behaviors than objective components such as long tenure. Both variables are
related to the objective components of plateauing, and subjective components such as perception explains
more variances in work-related outcomes (Chao, 1990). Tremblay (1995) found that subjective plateau me-
asures, such as self-assessment of promotion chances were able to explain 12% of the variance in job attitu-
des, compared with only 1% explained by objective components such as job tenure or position immobility.
For the most part, feelings to be plateaued are perceived as negative events that have negative consequences
for the organization and employees, for example, a lack of affective commitment and turnover attrition. The
subjective component of the career plateau is driven by future expectations. There are two types of career
plateaus: structural and content-oriented. In structural plateauing, the individual is unable to rise further in
the pyramid structure of the flattened organization and reaches a point where the likelihood of additional
hierarchical promotion is very low (Ference, 1977). Within these broad terms, plateaued employees may re-
cognize specific ways. For example, plateaued employees may perceive that they are plateaued because of
the organization’s negative assessment of their capacities (Devi, Basariya, 2017). Although research findings
on the career plateau have not always been consistent, plateauing has generally always been associated with
negative consequences (Lapalme et. al., 2009). Individuals who report higher levels of the hierarchical pla-
teau report less job satisfaction, less organizational commitment, and greater turnover intentions (Lentz,
Allen, 2009; Khoshtaria et. al., 2021). A career plateau is expected to directly reduce job satisfaction as
Ola Bareja-Wawryszuk, Vladime r Togonidze, Mirac As lantas:
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employees see fewer growth opportunities. This hypothesis is supported by the previous literature; for exam-
ple, according to Godshalk and Fender (2015), the way individuals attribute their plateaued status can lead
to different emotional responses. Employees who perceive their plateauing as externally caused may expe-
rience negative emotions such as frustration and sadness, which can lead to lower job satisfaction and mo-
tivation. Conversely, those who attribute their plateauing to internal reasons may feel positive emotions,
leading to higher job satisfaction and a greater intention to remain with their organization (Godshalk, Fender,
2015). The negative effects of career plateauing include stress at the workplace, lower self-efficacy, lower
job assessment, and less acceptance by supervisors due to devalued work contributions. Plateaued em-
ployees may experience negative stereotype attitudes from supervisors. Thus, they experience greater tur-
nover intentions. In this case, the supervisor can recognize that subordinates have plateaued and to solve
this problem should maintain trust from employees (Tremblay et al., 2014). There can be some solutions to
diminish the negative consequences of career plateauing; for example, Rotondo and Perrewe (2000) advo-
cate that employers provide career enrichment and psychological growth to plateaued employees. Specifi-
cally, they explored mentoring as a coping response to the career plateau. The results indicated that mento-
ring is associated with higher levels of satisfaction, commitment, and performance among plateaued em-
ployees (Rotondo, Perrewé, 2000). Another important factor in maintaining overall job satisfaction is the
freedom to decide where and when tasks should be done. In turn, organizations can create an environment
that supports employees’ personal lives, which indirectly contributes to a better work-life balance. Encoura-
ging employees to take on new challenges and responsibilities can foster an environment where they are
allowed to excel (Appelbaum, 1997). These solutions are closely linked to resources associated with remote
work. Therefore, this study examines these solutions from the perspectives of the relational and motivational
dimensions of remote work resources.
• Retention, Stress and Coping
The literature distinguishes between plateaued employees and those who are stacked in their career.
An effectively plateaued employee is characterized by their ability to maintain positive job attitudes and per-
formance despite experiencing a career plateau, which is defined as a point in one’s career where future
upward professional mobility becomes unlikely (Rotondo, Perrewé, 2000). This perspective emphasizes self-
directed career paths, where individuals continually obtain new skills and adapt to changing job requirements
rather than relying solely on upward promotions. This shift reflects a broader understanding of career deve-
lopment, where psychological growth, skill enhancement, and job enrichment can serve as substitutes for
traditional hierarchical advancement. The development of psychological growth, skill enhancement, and ad-
aptability has become integral to long-term career satisfaction and professional advancement. This shift in
thinking is particularly important when it comes to understanding the concept of career plateau (Rotondo,
Perrewé, 2000). When employees perceive that they have reached a plateau, they may feel stagnant and
unchallenged, leading to decreased engagement and an increased likelihood that they will opportunities el-
sewhere. Quitting arises because of a lack of career-advancement opportunities. For example, Yi-chun Lin
(2020) suggests that in order to retain a career-plateaued employee, organizations must move beyond me-
rely providing promotional opportunities. Employees are more likely to remain with a company that offers
clear pathways for advancement and opportunities for skill enhancement. Organizations must foster
a culture of lifelong learning, skill diversification, and adaptability, enabling employees to engage in self-di-
rected career growth even in the absence of traditional upward mobility. By promoting an environment that
encourages continuous development, organizations can mitigate the negative effects of career plateauing.
This approach aligns with the broader trend of redefining career success to include psychological satisfaction,
mastery of new skills, and a sense of autonomy, thereby reducing a reliance on traditional markers of success,
such as promotions. Consequently, organizations must re-evaluate their role in either enabling or inhibiting
employees’ ability to adapt to changing demands, emphasizing that the responsibility for career growth is
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both individual and organizational (Singh, 2019). Coping is crucial when it comes to mitigating career plateau.
Coping is defined as constantly changing cognitive and behavioral efforts to manage specific external and/or
internal demands that are appraised as taxing or exceeding an individual’s resources. This definition empha-
sizes the process-oriented nature of coping, distinguishing it from static traits or behaviors. The coping pro-
cess is not static, it evolves as the individual navigates through stressful encounters. This involves continuous
appraisals and reappraisals of the person-environment relationship, which can shift based on the context
and the individual’s coping strategies (Lazarus, Folkman, 1984).
Problem-focused coping is one of the most common ways that individuals deal with difficult psycholo-
gical, social, and environmental stressors. Different from emotion-focused coping that is more about mana-
ging emotions and avoiding the stressor, problem-focused coping means attacking a difficult problem in a
quest for a solution (Bond, Bunce, 2000).
Career plateau is a psychological reaction to an organizational stressor that tends to attract attention
to career development. Like coping with stress, career plateau management can be approached in a problem-
focused way. Based on the stress-adjustment theory, the reason why stress-related events have negative
effects on individual behavior and health is because the individual has limited adaptive resources and the
stressor needs to consume energy. If individuals focus on solving the problem instead of releasing emotions
or seeking help, it may increase the possibility of resource accumulation, which will help achieve personal
development in the current plateau period (Yang et al., 2019). Mentoring, functional or technical deve-
lopment or new job assignments like remote work and special projects, taking on new responsibilities or
participating in special projects in a remote work setting can help employees feel challenged and engaged,
fostering a sense of accomplishment and contribution to the organization. Positive coping responses are as-
sociated with higher job attitudes and perceived performance among plateaued employees, while negative
responses correlate with lower job attitudes and increased strain (Rotondo, Perrewé, 2000). Also crucial as a
coping mechanism is social support. Social support includes tangible aid, such as voluntary remote work
arrangements. The perceived effectiveness of support plays a crucial role in psychological well-being, with
individuals who feel supported typically coping better with stress (Lazarus & Folkman, 1984). Employees may
see remote work as a form of organizational support, helping reduce obligations and improving job satisfac-
tion. Mentoring, on the other hand, can add stress as an extra responsibility, whereas voluntary remote work
alleviates these burdens. Problem-solving skills—defining problems, generating alternatives, evaluating, and
implementing solutions—can include utilizing remote work to improve work-life balance and autonomy (La-
zarus, Folkman, 1984). Career plateaus can lead to increased stress and turnover intentions, while fostering
a healthy work-life balance helps reduce psychological strain and enhances job satisfaction (Brough et al.,
2014).
Theoretical Framework
This study enhances comprehension of attribution theory, job characteristics theory and social exchange the-
ory by demonstrating that the perception of stagnation can be transformed into a positive outlook through
job redesign techniques such as remote work.
Attribution theory is proposed by Weiner (1985). He asserts that it refers to the occurrence of giving
‘causal’ descriptions in order to know reasons for successes and failures in various situations (Weiner, 1985).
Attribution consists of three criteria: locus of control, stability, and controllability. There are numerous stu-
dies that have applied attribution theory in order to understand an individual’s perceptions of control. In one
study, researchers found that individuals who attribute their successes to internal factors tend to have higher
levels of job satisfaction. On the other hand, those who attribute their failures to external factors may expe-
rience lower levels of motivation (Godshalk, Fender, 2015; Mercan, et al. 2020 Abdullah, et al. 2022). Thus,
developing a hypothesis, hypothesis 1 suggests that:
H1: Career plateau negatively influences employee job satisfaction.
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Workers who believe that their inability to advance in their careers is due to external factors are more likely
to feel negative emotions, such as frustration and dissatisfaction This is consistent with previous studies that
have found that employees who feel stuck in their careers often have lower levels of commitment and enga-
gement with their work (Abele et al., 2012). When employees attribute their plateauing to internal reasons,
such as personal choices or preferences, they often experience positive emotions. This is because they per-
ceive their situation as a result of their own decisions rather than external constraints imposed by the orga-
nization. This sense of agency fosters feelings of control and satisfaction, as the individual feels empowered
to make choices that align with their personal values and life circumstances (Godshalk, Fender, 2015). This
can be defined as a voluntary plateau. This concept of employee plateau refers to a voluntary decision made
by individuals to remain employed in an organization due to their perceptions. These perceptions may stem
from the reciprocal feedback provided by the organization or their belief that the organizational structure
and work design are suitable for them. In essence, voluntary plateau is a new definition that reflects an in-
dividual’s choice to stay in an organization. As mentioned above, workers who believe that their inability to
advance in their careers is due to external factors are more likely to feel negative emotions. This is consistent
with previous studies that have found that employees who feel stuck in their careers often have lower levels
of commitment and job satisfaction (Nachbagauer, Riedl, 2002). Career plateau is expected to directly reduce
job satisfaction, as employees see fewer opportunities for growth. In this contest the logical flow has hy-
pothesis 2:
H2: Remote work frequency significantly reduces career plateau tendencies.
Based on the principles of social exchange theory, the employment relationship can be seen as a reciprocal
exchange of resources between employers and employees. In return for their services and contributions,
employees receive rewards such as monetary compensation, benefits, and recognition. However, when this
exchange becomes imbalanced, it can result in negative affective outcomes, including dissatisfaction, disen-
gagement, and a decline in employee input (Cropanzano, Mitchell, 2005; Aslantas, 2024 ). This imbalance can
manifest in two forms of plateau: hierarchical and job content plateau, both of which disrupt the norm of
reciprocity. The effects of plateau can be shaped by moderators: motivation towards promotions, organiza-
tional approaches to mitigate plateau, and the type of reciprocation in the employment relationship (Hu et
al., 2022). Furthermore, psychological contract breach, and the perception of plateau itself can serve as me-
diators in the relationship between plateau and work outcomes (Rousseau et al., 2018). Job characteristics
theory (JCT), developed by J. Richard Hackman and Greg Oldham, posits that certain job characteristics can
significantly influence employee motivation, satisfaction, and performance. The theory identifies five core
job dimensions that contribute to the overall psychological state of employees, which in turn affects their
work outcomes (Oldham et al., 1976; Aslantas, 2024). According to JCT, when jobs are designed to be high
on these five dimensions, employees are more likely to experience positive psychological states, such as in-
creased intrinsic motivation, job satisfaction, and a sense of responsibility for their work. This leads to better
performance and lower absenteeism and turnover rates. The theory also emphasizes the importance of in-
dividual differences, suggesting that employees with a strong desire for higher-order need satisfaction will
respond more positively to jobs that are rich in these characteristics. Thus, the effectiveness of job design is
contingent upon the alignment between job characteristics and individual employee needs and motivation
(Hackman, Lawler, 1971). Continuing, the assumption of hypothesis 3 is that:
H3: Employees who have more autonomy while working remotely are likely to experience higher job satisfaction.
This assumption is based on the idea that autonomy in remote work helps employees feel more in control
and engaged with their work, thereby increasing their satisfaction (Schall, 2019). This aligns with the idea
that job perception mediates the relationship between objective job characteristics (organizational charac-
teristics) and employee outcomes. For instance, if a job is designed with high autonomy and feedback,
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employees who perceive these characteristics positively are likely to report higher job satisfaction and intrin-
sic motivation. Employees with a high desire for needs are more likely to respond positively to jobs perceived
as high on core dimensions, like ‘autonomy’ and ‘feedback’. Conversely, those with lower desires for higher-
order needs may not exhibit the same level of positive affective reactions, indicating that job perception can
influence the strength of the relationship between job characteristics and employee outcomes (Hackman,
Lawler, 1971).
Methodology, Procedure of Quantitative Research
This study employs a quantitative research design, utilizing a survey to gather data from employees, prima-
rily in the public sector. The survey approach allows for the empirical testing of hypotheses and the exami-
ning of relationships between career plateau, job satisfaction, and remote work experiences. The target
population consists of full-time employees in both remote and non-remote settings, including both public
and private sector workers, to ensure diverse perspectives. The sample criteria included individuals who
have worked at least two years in their current role and have remote work experience. The study, conduc-
ted from March to June 2023, focused on employees of Georgia’s Public Service Development Agency and
its supporting technical staff, with 199 valid responses (a 40% return rate). The majority (79%) worked in
the public sector, 71.5% had over six years of tenure, and 66% were aged 35 or older. The survey, distribu-
ted via Google Forms, measured variables such as career plateau, job satisfaction, autonomy, and remote
work experiences using Likert scale items. Key sections of the questionnaire included Remote Work Expe-
rience, assessing the intensity of remote work and work-life balance, and Career Plateau, utilizing Milli-
man’s Career Plateau Scale. Data analysis was conducted using regression analysis in SPSS, and findings are
presented in the results section.
Results
Linear regression analysis was performed to understand if remote work has a positive impact on job satisfac-
tion when the relationship between career plateau and job satisfaction is negative.
The analysis results demonstrated support for Hypothesis 1: Career plateau negatively influences job
satisfaction. The regression coefficient of career plateau was −0.414, and its p-value was less than 0.001
(p < 0.001). The negative coefficient highlights a direct inverse relationship between career plateau and job
satisfaction showing that there's a highly significant negative relationship between career plateau and job
satisfaction. This confirms that as employees experience a career plateau, their job satisfaction decreases
significantly. Thus, for a one-unit increase in the experience of career plateau, there is a 0.414-unit decrease
in job satisfaction. Employees in career plateauing reported a lower rate of job satisfaction. Furthermore, the
negative association between career plateau and job satisfaction is statistically significant, once again confir-
ming that career plateau is a responsive factor to a decrease in employee job satisfaction. Based on the data
analysis, the coefficient for Positive Remote Work Attitude is 1.063 with a p-value = 0.001, which is statisti-
cally significant. This demonstrates that employees with a more favorable attitude toward remote work expe-
rience higher job satisfaction. Hypothesis 2 was also accepted, indicating that high-level work satisfaction
results from a positive attitude toward remote working. The p-value for Positive Remote Work Attitude was
0.001, and the coefficient was 1.063, ensuring this relationship to be significant as well. This shows that em-
ployees who prefer remote work demonstrate high levels of job satisfaction. In other words, workers who
think remote work can serve as a helpful and convenient job characteristic report higher levels of job satis-
faction. Hypothesis 3 regarding autonomy, especially in a remote work setting, is positively associated with
job satisfaction. This prediction was also validated. The Autonomy predictor has a positive coefficient
(β = 0.499) and a p-value of less than 0.005, showing a strong positive and statistically significant influence
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on job satisfaction. This confirms that greater autonomy in a remote work environment is associated with
higher levels of job satisfaction in the regression model. This means that employees who experience auto-
nomy, including significant responsibility for their own work and have a high level of autonomy (‘where’ and
‘when’ tasks are done), are more likely to report being satisfied with their working conditions. The finding
that autonomy has a positive association with job satisfaction highlights the importance of providing
employees with greater control over specific work tasks or processes, especially in remote work situations.
Table 1. Regression outcomes Coefficientsa
Model
Unstandardized Coefficients
Standardized Coefficients
t Sig.
B
Std. Error
Beta
1
(Constant) 21.823 1.727
12.638 .001
plateau -.414 .055 -.414 -7.512 .001
autonomy .499 .177 .162 2.821 .005
positiveRW 1.063 .128 .477 8.285 .001
a. Dependent Variable: jobsat, b. Predictors: (Constant), positive RW, plateau, autonomy
Source: Based on own calculations in SPSS
Table 2. Model Summary
Model R R Square Adjusted R Square
Std. Error of the Estimate
Change Statistics
R Square Change
F Change
df1
1
.663
a
.440
.431
4.40450
.440
50.472
3
Source: Based on own calculations in SPSS
All three hypotheses are supported by the data. Career plateau has a significantly negative impact, while
positive remote work attitudes and autonomy have positive effects on job satisfaction. The coefficients are
visually represented in Table 1 and Table 2. In addition to test Hypothesis 3 regression analysis was perfor-
med and the results are shown in Table 3 and 4.
Table 3. Model A – Regression outcomes for autonomy and plateau interaction Coefficients
a
Model A
Unstandardized Coefficients
Standardized Coefficients
t Sig.
B
Std. Error
Beta
1
(Constant) 29.193 1.719
16.983 .001
plateau -.333 .063 -.334 -5.291 .001
autonomy .988 .194 .321 5.098 .001
a. Dependent Variable: jobsat
Source: Based on own calculations in SPSS
Table 4. Model B – Regression outcomes for autonomy and plateau interaction Coefficientsa
Model B
Unstandardized Coefficients
Standardized Coefficients
t Sig.
B
Std. Error
Beta
1 (Constant) 34.328 1.480
23.200 .001
plateau -.372 .066 -.372 -5.600 .001
Source: Based on own calculations in SPSS
In Model A, results show a constant value of 29.193 with a significance level of .0001, indicating a highly
significant relationship. Furthermore, the plateau variable has a coefficient of -.333 with a standard error of
.063, resulting in a standardized coefficient (Beta) of -.334, while the t-value is -5.291 with a significance of
.0001. Autonomy appears to have a positive effect with a coefficient of .988 and significance level of .0001.
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In Model A, without considering autonomy as a mediator, the negative relationship between career plateau
and job satisfaction remained significant, with a coefficient of −0.333 and a p-value < 0.001. The adding of
autonomy resulted in a positive coefficient of 0.988 for autonomy, with a significant p-value < 0.001. This
means that when autonomy is included in the model, job satisfaction increases sharply, showing that em-
ployees with greater autonomy are likely to report higher job satisfaction.
In Model B, the plateau variable coefficient shifts to -.372 indicates that in Model B the presence of
career plateau is much more associated with reduced motivation and engagement among employees than
in Model A. Also in Model A, the plateau coefficient shifts to -.333 indicates that the negative effect has
grown stronger. In other words, career plateau in Model B has a more detrimental effect than in Model A.
This suggests that autonomy serves as a buffer against the demotivating effects of career stagnation. Em-
ployees who experience autonomy, even when facing a career plateau, are likely to feel more in control of
their work environment, mitigating the negative psychological effects of feeling stuck in their careers. This
suggests that adding in the model variable autonomy is likely to enhance the understanding that autonomy
has a role in the career plateau coping process. Thus employees may benefit from increased autonomy, le-
ading to improved job satisfaction. The addition of autonomy as a predictor improves the model, indicating
that it significantly contributes to explaining instances of variance in job satisfaction.
The calculated R-squared value for this model stands at 0.440, indicating that 44% of the variance
observed in job satisfaction can be attributed to the three independent variables, namely career plateau,
autonomy, and positive remote work attitude. This represents a relatively strong R-squared value, suggesting
that the model demonstrates a good fit and that these predictors together elucidate a considerable portion
of the variability in job satisfaction. Despite the model's ability to explain a substantial amount of variance,
some discrepancies remain unexplained, possibly attributable to extraneous factors not incorporated into
the model, such as organizational culture, perceived organizational support, or individual circumstances.
Overall, these findings suggest that while the career plateau negatively affects job satisfaction, the
option to work remotely via autonomy can significantly enhance job satisfaction. This dual effect underscores
the importance of considering both factors in organizational policies and employee satisfaction initiatives.
Discussion
This study examines the relationship between career plateau, job satisfaction, and the moderating role of
remote work. Career stagnation often leads to lower job satisfaction, as employees feel trapped by limited
advancement opportunities or underutilized skills. Attribution styles play a significant role in how employees
interpret their plateaued state, with external attributions often resulting in negative emotions, while perso-
nal attributions can increase job satisfaction. The findings indicate that remote work can alleviate the ne-
gative effects of career stagnation by enhancing autonomy and giving employees greater control over their
work environment, leading to increased engagement and satisfaction. Job characteristics theory supports
the positive impact of remote work, as autonomy promotes psychological well-being and job satisfaction.
The study shows a strong positive correlation between job satisfaction and the degree of autonomy provided
by remote work. This finding emphasizes the need for organizations to offer flexible work options to accom-
modate diverse preferences and combat the negative effects of career stagnation. Furthermore, social ex-
change theory suggests that when employers offer remote work, employees feel valued and reciprocate with
loyalty and engagement. However, not all employees thrive in remote work settings, highlighting the need
for a nuanced approach to remote work policies.
In conclusion, remote work can significantly enhance job satisfaction for employees experiencing
a career plateau. Future research should explore the long-term effects of remote work and how organizatio-
nal cultures can be structured to support employees in navigating career stagnation.
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