The Peter Principle is a concept in management theory holding that members of a hierarchical organization are promoted based on their success in their current role until they reach a position for which they are no longer competent, at which point they stop being promoted and remain in that role. Formulated by Laurence J. Peter and popularized in his 1969 book of the same name with Raymond Hull, the idea uses satire to describe a real pattern observed in bureaucratic and corporate hierarchies, where promotion criteria reward performance in a prior job rather than the skills a new, higher position actually requires. The concept has become a widely cited shorthand in discussions of organizational competence and hierarchy design.
Facts
Core ClaimPeople in a hierarchy tend to rise to a level of respective incompetence, because promotion is based on success in a prior job rather than on the skills the new job actually requires. 1 Cross-Tradition Connections
Critiqued Here
The Peter Principle is a satire of hierarchical promotion in bureaucratic organizations, routinely taught as a critique of Weberian bureaucracy.
Sources
1. Wikipedia, Peter Principle
WikipediaWikipedia, Peter principle lead sectionQuote, Wikipedia, Peter principle lead section
employees are promoted based on their success in previous jobs until they reach a level at which they are no longer competent, as skills in one job do not necessarily translate to another.
1. Wikipedia, Peter Principle
WikipediaWikipedia, Peter principle lead section, second paragraphQuote, Wikipedia, Peter principle lead section, second paragraph
The concept was explained in the 1969 book The Peter Principle (William Morrow and Company) by Laurence Peter and Raymond Hull.
Reader Challenges (0 open reader challenges)
No disputes yet. Spotted an error or a better source? Open the first one.
Sign in to dispute this or suggest a correction.
View At A Past Year
The atlas records no dated fact of its own for this entry, so there is no other year to choose.