Vol II Issue VI Dec 2012

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ISSN No :2231-5063

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GoldenResearch Thoughts
Chief Editor Dr.Tukaram Narayan Shinde Publisher Mrs.Laxmi Ashok Yakkaldevi Associate Editor Dr.Rajani Dalvi Honorary Mr.Ashok Yakkaldevi

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Golden Research Thoughts

Volume 2, Issue. 6, Dec. 2012

ISSN:-2231-5063 ORIGINAL ARTICLE

Available online at www.aygrt.net

GRT
CAREER PLATEAU AMONG WORKERS IN LUCAS- TVS, CHENNAI
C.BAKKIA LAKSHMI DEPARTMENT OF MANAGEMENT STUDIES, ARIGNAR ANNA INSTITUTEOF MANAGEMENT STUDIES AND COMPUTER APPLICATIONS, CHENNAI

Abstract: This study investigated the Career plateau among workers in LUSAS- TVS, Chennai. Specifically it aimed to investigate their stagnation position in their present position for the long period. Various workers in different carder were chosen by using the Simple random sampling method was used and, the sample consists of a random distribution method respectively and the Considerations and caution were put into selecting suitable respondents from the sample. and the workers were chosen from different carder and. 200 respondents are been approached with the questionnaires were distributed either by the researcher himself, through the lecturers of respective work place. The instrument was consisted of 2 parts; Part A and Part B. Part A was used for a demographic survey, and Part B was used to measure the Stagnation of the employees. Data were analyzed by using Frequency analysis, Chi-square, Factor analysis, Reliability test, One-way-ANOVA are been used to difference the demographic variables and the Entrepreneurial attitudes and abilities among Management students. The 0.05 level of significance was used to determine the critical level of significance. The study found that all the five models used in this research have a significant relationship among the variables. INTRODUCTION: The aim of this study is to identify the reason for the career plateau it was been carried out by the Five models such as i) Positive job attitudes, ii)Job satisfaction rate iii) EXIT plans iv) Plea tuning v) Career planning and mentoring. The term career plateau refers to the feeling of frustration and psychological feebleness that employees tend to experience following a temporary or permanent halt in the advancement of their careers (Lemire, Saba and Gagnon 1999; Rotondo and Perrewe 2000; Rotondo 1999). At this stage of an employee's career, the likelihood of additional hierarchical promotion is very low (Duffy 2000). Career plateaus lead to some previously effective employees becoming ineffective performers within the organization (Appelbaum 1994), and may lead some effective employees to leave the company (Rotondo and Perrewe 2000). Consequently, employee career plateaus are likely to be detrimental to the operating activities of an enterprise, and reversing employee career plateau tendencies is likely to be an important issue for companies. OVERVIEW TO RESEARCH Career plateau is often seen as being fundamentally detrimental to workers' satisfaction .However, there is far from unanimous agreement in the literature on such a negative influence. For example, Near
Title:CAREER PLATEAU AMONG WORKERS IN LUCAS- TVS, CHENNAI. Source:Golden Research Thoughts [2231-5063] C.BAKKIA LAKSHMI yr:2012 vol:2 iss:6

CAREER PLATEAU AMONG WORKERS IN LUCAS- TVS, CHENNAI

(1984) or Evans and Gilbert (1984) found no significant difference in terms of general satisfaction between respondents already at a career plateau and those who didn't reach this stage. Studying the variables that moderate an individual's reactions to reaching career plateau may represent a step forward in understanding this process and in searching for solutions to assist companies in managing their human resources in a more efficient way. Most of the research on career plateau and job satisfaction concerns individuals working in fulltime managerial positions (Ettington, 1992; Nicholson, 1993; Lamoureux et al., 1994; Tremblay et al., 1995). Yet, companies also have to manage the careers of people working part-time, and not only at managerial levels in the organization. Although people belonging to these categories are seldom considered as key actors in the company, they represent a significant part of the workforce (about 17 % in France), and the costs linked to their dissatisfaction in terms of lower productivity, recruitment, or training can be very high. COMPANY PROFILE Lucas - TVS was set up in 1961 as a joint venture of Lucas Industries plc. UK and T V Sundaram Iyengar & Sons (TVS), India, to manufacture Automotive Electrical Systems. One of the top ten automotive component suppliers in the world, Lucas Varity was formed by the merger of the Lucas Industries of the UK and the Varity Corporation of the US in September 1996. The company designs, manufactures and supplies advanced technology systems, products and services to the worlds automotive, after market, diesel engine and aerospace industries. The combination of these two well-known groups has resulted in the establishment of a vibrant company, which has had a successful track record of sustained growth over the last three decades. TVS is one of India's twenty large industrial houses with twenty-five manufacturing companies and a turnover in excess of US$ 1.3 billion. The turnover of Lucas-TVS and its divisions is US$ 233 million during 20032004. Incorporating the strengths of Lucas UK and the TVS Group, Lucas TVS has emerged as one of the foremost leaders in the automotive industry today. Lucas TVS reaches out to all segments of the automotive industry such as passenger cars, commercial vehicles, tractors, jeeps, two-wheelers and offhighway vehicles as well as for stationary and marine applications. With the automobile industry in India currently undergoing phenomenal changes, Lucas-TVS, with its excellent facilities, is fully equipped to meet the challenges of tomorrow. Sampling Plan: Type of sampling technique Simple random sampling is used to collect data from workers to analyze their Career Plateau. Sample unit: Sample size: FINDINGS: The Career stagnation among the Employees are been more according to their experience they are been in the same position for the long period The workers are been Non -Monetarily rewarded this make them to be more stagnated The workers may not able to take part in the managerial decisions The Career development opportunities are been lacking The work they are been undertaking is repetitive and routine Lack of opportunities to play new roles SUGGESTIONS The workers may give chances to take part in the managerial decisions if they may have enough experience They may provide with different job rather than the same job because it may give them more confidence and lack of interest in their work Experienced candidates may given promotions to motivate them in their career and work They may also offer with monitory rewards which may help them out of non monitory rewards.
Golden Research Thoughts Volume 2 Issue 6 Dec 2012

Existing workers in LUCAS TVS. The sample size is 200 respondents.

CAREER PLATEAU AMONG WORKERS IN LUCAS- TVS, CHENNAI

To avoid career plateau among the workers they may go for having training programmes and give promotions. CONCLUSION This paper described career plateau status, and coping strategies that include exiting the organization. The data's are obtained data from the workers of LUCAS TVS ,CHENNAI, Perceptual data collected related to individual and organizational variables, such as, positive job attributes, job satisfaction rate, career mentoring, career plateau indicators, and turnover intentions. This variables determines the career plateau status and turnover intentions. Viator and Scandura (1991) found some evidence that mentoring was associated with lower turnover intentions while Viator (2001) found little evidence that informal or formal mentoring reduced overall turnover intentions. Our study focused on workers in organizations. and to analyze their current stagnation level, In this regard, future studies could undertake to directly examine the effect of Training and perhaps other factors on employee career plateau, coping, and turnover intentions. REFERENCE 1.Appelbaum, Steven H. 1994. Revisiting Career Plateauing, Journal of Management Psychology, Vol 9, Issue 5 2.Duffy, Jean Ann. 2000. The Application of Chaos Theory to the Career-Plateaued Worker, Journal of Employment Counseling, December, vol 37, Issue 4. 3.Duffy, Jean Ann. 2000. The Application of Chaos Theory to the Career-Plateaued Worker, Journal of Employment Counseling, December, vol 37, Issue 4. 4.Elsass, P.M., and D.A. Ralston, 1989. Individual responses to the stress of career plateauing Journal of Management 15:35-47. 5.ETTINGTON, D. R. (1992), Coping with Career Plateauing : "face the facts" vs. "hope springs eternal", presented at Careers Division, National Academy of Management Meetings, Las Vegas, NV. 6.EVANS, M. and GILBERT, E. (1984), Plateaued Managers : Their Need Gratifications and Their EffortPerformance Expectations, Journal of Management Studies, vol. 21, no. 1, p. 99-108. 7.Ference, T. P., Stoner, J. A. F. and Warren, E. K. 1977. Managing the Career Plateau. Academy of Management Review, 2:606-612. 8.Geiger-Dumond, A. and Boyle, S. 1995, Mentoring: A Practitioner Guide Training and Development March, 51-54

Golden Research Thoughts Volume 2 Issue 6 Dec 2012

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