Peter Principle

n. The theory that employees within an organization will advance to their highest level of competence and then be promoted to and remain at a level at which they are incompetent.

[After Laurence Johnston Peter (1919-1990).]

Peter Principle

n the Peter Principle the theory, usually taken facetiously, that all members in a hierarchy rise to their own level of incompetence [C20: from the book The Peter Principle (1969) by Dr. Lawrence J. Peter and Raymond Hull, in which the theory was originally propounded]

Pe′ter Prin`ciple

n. a satirical observation that in any organizational structure people tend to be promoted until they reach their level of incompetence. [from the title of a book by Laurence J. Peter (b. 1919), Canadian educator]

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.

单词	peter principle
释义	Peter Principle Peter Principle n. The theory that employees within an organization will advance to their highest level of competence and then be promoted to and remain at a level at which they are incompetent. [After Laurence Johnston Peter (1919-1990).] Peter Principle n the Peter Principle the theory, usually taken facetiously, that all members in a hierarchy rise to their own level of incompetence [C20: from the book The Peter Principle (1969) by Dr. Lawrence J. Peter and Raymond Hull, in which the theory was originally propounded] Pe′ter Prin`ciple n. a satirical observation that in any organizational structure people tend to be promoted until they reach their level of incompetence. [from the title of a book by Laurence J. Peter (b. 1919), Canadian educator] Peter Principle 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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