Career pathways and institutional barriers for university professional staff in higher education

University Professional Staff (UPS) [administrators, secretaries, and operations managers] perform important managerial duties but are excluded from career promotion that are usually evaluated using academic criteria despite showing excellence in administration. This systemic paradox causes career stagnation, unclear promotion pathways, and undervaluation of their complex contributions, mainly evident in South African higher education institutions (HEIs). This study investigated the barriers impeding UPS career progression, examined their hybrid academic-administrative roles, and explored implications for institutional equity and effectiveness within HEIs. This qualitative study used purposive sampling to select 11 UPS from South African HEIs. Data were collected using semi-structured interviews on career development and promotion challenges. Thematic content analysis was used and identified main themes. Ethical clearance confirmed confidentiality and voluntary involvement. Trustworthiness was protected using member checking and reflexivity to accurately capture participants’ lived experiences and institutional realities. Eleven UPS respondents generated four themes: role perception, institutional support, academic-administrative divide, and social-emotional duties. Participants described complex, developing roles but career inertia due to uncertain promotion criteria and minimal recognition. Institutional support was inconsistent, with limited training and ambiguous career pathways. The divide between academic and UPS staff persists, alongside unrecognized emotional labour, prompting calls for transparent promotion processes and structured career development. UPS undertake multifaceted administrative, managerial, and emotional roles that are undervalued within HEIs. Career progression is hindered by unclear promotion criteria, institutional barriers, and an academic-administrative divide. Training and career development opportunities are inadequate and unevenly accessible. To address these issues, institutions should clarify promotion processes, establish formal career pathways, enhance support programs, foster collaboration between academic and UPS staff, and recognize social-emotional labour. Future research should track career impacts over time and explore interventions to promote UPS equity and development. Key Words:Career Progression, Institutional Barriers, Promotion Criteria, Social-Emotional Labour