The Empirical Research On Human Resources Managers’ Career Pleatu

With the more importance and role changesin human resource management of enterprises, researchers pay more attention on thehuman resources managers’ career development. Since Ference (1977) did the first studyof career plateau from the angle of promotion, and then the meaning of career plateau, thedimensions of career plateau, the impact of career plateau to employees’ working attitudesand behaviors have being hot issues in the domestic and foreign academic fields.After the preset research of relative fields was summarized, there is few study of careerdevelopment or career plateau on human resources managers. This paper considers that thestudy on human resources managers’ career plateau is in-depth understanding of humanresources managers’ career development. The research results have important significanceboth for enterprise management and human resources managers’ career development.The main academic contributions of this research include: first, based on thedocuments and theoretical analysis, this paper builds the four dimensions structure modelof human resource managers’ career plateau, it’s including structure plateau, contentplateau, centralizing plateau and motivation plateau. Second, through the analysis ofhuman resource managers’ career plateau and its dimensions structure differences indemographic variables, it finds out human resources managers’ career plateau hassignificant differences in age, working life, Length of service, education, position andthe nature of the enterprise, and has few significant differences in gender and marital status.The human resources managers of the older, the longer working life, the longer the lengthof service, the lower education level, the lower position have the higher sensitivity oncareer plateau. The human resources managers from the state-owned enterprise and privateenterprises have higher career plateau feel than those from foreign-funded enterprises andjoint ventures. Third, the survey on human resources managers’ perceived organizationalsupport, job satisfaction and turnover intention find the job satisfaction of human resourcesmanager is in the upper level, and their internal job satisfaction is higher than their externaljob satisfaction, the perceived organizational support of human resources manager is in theupper level too. And in the four dimensions structure of the perceived organizationalsupport, colleague support is the highest, followed by tool of perceived organizationalsupport and supervisor support, and affective organizational support is lowest. Theturnover intention of human resources managers is in the middle and lower level; it meansthat human resources managers don’t want to leave their now organization. Forth, through the analysis of the relationship between human resources managers’ career plateau, jobsatisfaction, perceived organizational support and turnover intention, find that careerplateau has a negative impact on job satisfaction, perceived organizational support plays apartial intermediary role between career plateau and job satisfaction, it means that with themediating effect of perceived organizational support, the negative effects of career plateauon job satisfaction will reduce greatly. Career plateau has a positive effect on turnoverintention, and structure plateau has major influence on turnover intention. The empiricalresults show, perceived organizational support does not play an intermediary role betweencareer plateau and turnover intention. In addition, also find thatthere is a specific positive correlation between perceived organizational support and jobsatisfaction, and there is a low negative correlation between perceived organizationalsupport and turnover intention.Above all, this paper also has high value to the practice of enterprise management.First of all, causes the enterprise managers, especially the human resources managers focuson career plateau problems. Human resources managers should not only pay attention tothe human resource management of enterprises, but also pay attention to their own careerdevelopment and career plateau. And second, pay attention to the change of humanresources managers to strategic business partner role, and help themaccomplish the transformation. For example, design and increase training opportunities.Last, explore good measures to improve the human resources managers’ job satisfactionand perceived organizational support, reduce their career plateau and turnover intention.For example, reshape human resources managers’ professional values, establish adiversified career development path, provide necessary working conditions for the HRmanagement, respect for human resource managers personal needs, respect for values andthe work of human resources management itself. Including corporate executives, managersneed to understand and support the human resources management and human resourcemanagers both.