Career Plateauing as A Predictor of Turnover Intention and Job Satisfaction among Secondary School Employees in Ewekoro Local Government Area of Ogun State, Nigeria

Abstract

The secondary school staff has been noted to exhibit diminished job satisfaction and an increasing turnover of employees. This leads to the frequent turnover of staff, even within an academic term. Therefore, this study examined the influence of career plateauing on turnover intention and job satisfaction among secondary school employees in Ewekoro Local Government Area of Ogun State, Nigeria. A survey research design was adopted. Four hundred and twenty-five (425) respondents were estimated and participated in this study. Data were collected through standardized questionnaire measuring career plateauing, turnover intention, and job satisfaction.  Descriptive statistics of frequency distribution mean and standard deviation was used to analyze the socio-demographic data, while multiple regression analysis was used to test the hypotheses at 5 percent level of significance (α = 0.05) using the SPSS 25 version software. The study showed a significant relationship between career plateauing, turnover intention, and job satisfaction of secondary school employees. There is a significant influence of career plateauing on turnover intention (F= 206.514; β = 0.642, < 0.05); career plateauing on job satisfaction (F= 149.688; β = -0.589, P < 0.05). Additionally, educational qualification and marital status positively and significantly influence secondary school employees’ turnover intention. The results showed that income level (β = 0.319, t = 5.876, p = .000), age (β = 0.236, t = 4.121, p = .001), and educational qualification (β = -0.154, t = -2.741, p = 0.007) significantly influenced the job satisfaction among secondary school employees. The study concluded that career plateauing predicted turnover intention and job satisfaction among secondary school employees in Ewekoro Local Government Area of Ogun State, Nigeria. It therefore recommended that government and school administrators implement clear career progression policies, provide regular professional development opportunities, and create supportive work environments to enhance job satisfaction and reduce turnover intention among secondary school employees.