Document Type : Research Article

Authors

• samaneh sadeghian ¹
• Maryam jafarpour jaghargh ²
• Masoud Mohammadi ³

¹ Department of Management, Faculty of Administrative and Economic Sciences, Ferdowsi University of Mashhad, Mashhad, Iran

² B.A student in Business Administration, Ferdowsi University Of Mashhad,Mashhad,Iran

³ Master of Public Administration, Human Resources Development, Tabaran Institute of Higher Education, Mashhad, Iran.

Abstract

Purpose: This study aimed to examine the impact of job plateauing on role ambiguity and role conflict, with organizational indifference as a mediating variable. In organizational contexts, job plateauing—sometimes referred to as “career stagnation”—represents a psychological state in which employees perceive a lack of upward mobility or developmental opportunities in their careers. This condition can lead to a sense of stagnation and detachment from organizational goals. When employees experience job plateauing, they may face unclear job expectations (role ambiguity) and conflicting demands among roles (role conflict), both of which can increase job-related stress and reduce performance. Understanding how these factors interact helps managers identify strategies to strengthen employee engagement and mitigate the negative consequences of workplace stagnation.
Design/ methodology/ approach:  The present study is applied in purpose and descriptive–causal in nature, conducted within a positivist philosophical paradigm and a deductive reasoning framework. The statistical population consisted of 350 employees working at the Khorasan Razavi Governorate in Iran. Using Cochran’s sampling formula and a simple random sampling method, 183 participants were selected as the study sample. Data were collected through four standardized questionnaires: Milliman’s Job Plateauing Questionnaire, Kelloway and Barling’s Role Ambiguity Scale, Gajendran and Harrison’s Role Conflict Scale, and Danaeefard et al.’s Organizational Indifference Scale. The reliability and validity of all instruments were confirmed before the main analysis. Statistical analysis was performed using SPSS (version 27) for descriptive statistics and SmartPLS (version 3) for structural equation modeling (SEM) and hypothesis testing. To minimize the effect of potential confounding variables, demographic characteristics such as gender, age, education level, and work experience were examined for homogeneity.
Research Findings: The results indicated that job plateauing has a significant and positive effect on both role ambiguity and role conflict. Furthermore, organizational indifference was found to directly influence these two role-related variables. Importantly, the results confirmed that organizational indifference mediates the relationship between job plateauing and the two dependent variables (role ambiguity and role conflict). In other words, when employees experience career stagnation, their growing indifference toward the organization intensifies uncertainty and role incompatibility. The results of structural equation modeling also demonstrated that the proposed research model exhibited satisfactory goodness of fit. The predictive relevance index (Q²) was greater than 0.15 for all endogenous variables, and the global goodness-of-fit (GOF) index reached 0.331, confirming acceptable predictive power and overall model adequacy. These results suggest that reducing job plateauing among employees can significantly decrease both role ambiguity and role conflict, thereby improving organizational efficiency and psychological well-being at work.
Limitations & Consequences: The study faced several contextual and methodological limitations. Changes in managerial positions during the data collection period and differing understandings of job plateauing among some respondents were key challenges. Moreover, because the research was conducted in a specific governmental and cultural setting, the generalizability of findings to other organizations should be approached with caution. Comparative and multi-case studies are recommended to verify the model across different organizational cultures and sectors. Future research could also explore other potential mediators—such as job satisfaction, psychological capital, or organizational commitment—that might further explain the link between job plateauing and role-related stress.
Practical Consequences: The findings offer several practical implications for managers and policymakers. First, developing clear career paths and providing continuous learning opportunities can prevent feelings of job stagnation. Second, promoting open communication and participatory decision-making can help reduce employees’ organizational indifference. Third, by clearly defining job expectations and minimizing overlapping responsibilities, managers can mitigate role ambiguity and role conflict. Collectively, these actions may foster greater motivation, enhance job satisfaction, and lead to higher levels of organizational effectiveness. Encouraging a participatory organizational culture that values employee contribution can also help reduce organizational indifference and improve the overall work climate.
Innovation or value of the Article: This study contributes to the literature by exploring a relatively under-investigated topic in human resource management: the mediating role of organizational indifference in the relationship between job plateauing, role ambiguity, and role conflict. Unlike previous research that primarily examined these variables separately, this study integrates them into a unified conceptual model. The results provide empirical evidence for the psychological mechanisms through which job plateauing affects employees’ role perceptions. Therefore, this research not only enriches theoretical understanding but also provides practical insights for organizational leaders seeking to build more adaptive and engaged workforces.
Paper Type: Original Paper

Keywords

• Job Plateauing
• Role Ambiguity
• Role Conflict
• Organizational Indifference