Peter Principle

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Peter Principle

the principle, formulated by the American management writer Laurence Peter (1919-90), that in organizations people are promoted to the level of their incompetence. Individuals rise through ORGANIZATION hierarchies because job vacancies continually arise and need to be filled. The criteria for promotion is successful performance in current and previous posts. But at some point individuals are promoted to posts which are beyond the range of their abilities. From then on their job performance is characterized by incompetence, and promotion will cease. Individuals thus come to stay in jobs which they cannot adequately perform. Hence the principle that ‘every employee tends to move to their level of incompetence’.

Every organization will contain a number of people in this situation. Indeed, in time ‘every post tends to be occupied by an employee who is incompetent’. Thus organizational performance will virtually always be at suboptimum levels. The Peter Principle is generally viewed as a perceptive and humorous insight into organizational processes rather than as a proposition worthy of empirical investigation.

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The post Dilma Rousseff and the Peter Principle appeared first on Cyprus Mail .
The Peter Principle is expressed in the following way: "In a hierarchy, all employees tend to ascend to their level of incompetence" (Peter, 1994).
This used to be called the Peter Principle, when someone was promoted way beyond their capabilities.
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The Peter Principle is a flash of brilliance so profound that examples of it in practice instantly come to mind.
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The Peter Principle states that "In a Hierarchy Every Employee Tends to Rise to His Level of Incompetence.
So said Canadian educationalist Professor Laurence J Peter, author of The Peter Principle.
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That flop BBC comedy series The Peter Principle, about a gormless bank manager, springs to mind.