Contrary to the widespread belief that the mid-career crisis affects everyone, recent research highlights that only managerial and professional workers experience a U-shaped trajectory in job satisfaction. This striking revelation challenges long-standing societal views about midlife and underscores the necessity for reevaluating how workplace support is extended to individuals in their 40s and 50s.

The research, detailed in the Socio-Economic Review, scrutinised the link between age and job satisfaction by utilising data from four primary UK national datasets—namely, the UK Skills and Employment Survey, the Workplace Employee Relations Survey, the British Household Panel Survey, and the UK Household Longitudinal Study. These datasets encompass the experiences of over 100,000 workers from diverse industries, occupations, and regions. By examining both cross-sectional and longitudinal data, the study aimed to deliver an exhaustive insight into the evolution of job satisfaction throughout different career stages.

Professor Ying Zhou, the study’s lead author and the Director of the Future of Work Research Centre at the University of Surrey, commented on the findings: “While dissatisfaction among middle-aged workers is commonplace, it’s vital to recognise that this experience isn’t universal. Our research shows that for managers and professionals, job satisfaction typically reaches its nadir during their 40s but often recovers later. In stark contrast, employees in intermediate and lower occupational tiers do not exhibit this U-shaped pattern. This finding contradicts the prevalent assumption that a mid-career crisis is an inevitable, universal stage.”

The implications of this study are significant for understanding workplace dynamics and employee well-being. For middle-aged workers, acknowledging that a dip in job satisfaction during their 40s is pretty standard may provide some solace. Instead of viewing midlife as a tranquil interval between the challenges of early adulthood and later life, it should be approached as a complex transition period marked by frustration and despondency. However, it is reassuring to note that this phase is typically temporary, with brighter prospects on the horizon.

Moreover, the study highlights the imperative for organisations to tailor their support systems to meet better the needs of employees entering their 40s and 50s. By cultivating a workplace that promotes career advancement and personal fulfilment, businesses can diminish the likelihood of dissatisfaction and foster a more positive workplace culture. As the UK grapples with the realities of an ageing workforce, gaining a deeper understanding of these dynamics is increasingly critical. The findings suggest that companies can enhance retention rates and workforce engagement by addressing the specific needs of skilled workers, benefiting the broader economy.

More information: Ying Zhou et al, Is there a mid-career crisis? An investigation of the relationship between age and job satisfaction across occupations based on four large UK datasets, Socio-Economic Review. DOI: 10.1093/ser/mwae072

Journal information: Socio-Economic Review Provided by University of Surrey