
#REDIRECT Peter principle
#REDIRECT Talk:Peter principle
The ''Peter Principle'' is a theory originated by Dr. Laurence J. Peter which states that employees within a hierarchical organization advance to their highest level of competence, are then promotion to a level where they are incompetence, and then stay in that position. This follows from the use of promotion as a reward for success. As long as a person is competent in his current position, he will be promoted to the next higher one. By iteration, the only way a person can stop being promoted is to reach a level where he is no longer able to do well, and thus does not appear eligible for promotion. The theory was set out in a humorous style in the book ''The Peter Principle'', first published in 1969. Peter describes the theme of his book as ''hierarchiology''. The central principle is stated in the book as follows: :In a Hierarchy Every Employee Tends to Rise to His Level of Incompetence. Although written in a lighthearted manner, the book contains many real-world examples and thought-provoking explanations of human behaviour. Similar observations on incompetence can be found in the Dilbert cartoon series (see The Dilbert Principle). The employee's eventual incompetence is not necessarily a result of the higher-ranking position being "more difficult" — it may be simply that the position is ''different'' from the position in which the employee previously excelled, and thus requires different skills which the employee may not possess. An example used by Peter involves a factory worker whose excellence at his work results in him being promoted into a management position, in which the skills that got him promoted in the first place are no longer of any use. One way that organizations attempt to avoid this effect is to refrain from promoting a person until that person already shows the skills or habits necessary to succeed at the next higher position. Thus, a person is not promoted to manage others if he/she does not already show leadership, for instance. Another possibility is to attempt to change the focus on promotion as a reward and instead increase compensation for staying in a particular position and causing management positions to not necessarily have a higher compensation. This is difficult to do as a single company however because of the possibility that management might leave if they feel they are being undercompensated. ==Historical precedents== Relatives and corollaries to the Peter principle predate the naming of the theory itself. In Kalila wa Dimna, a Sasanid Persian collection of fables, one of the characters states that "The baseborn weakling is always sincere and useful until he reaches an office he is unworthy of." == See also == * The Dilbert Principle * Management * Parkinson's law * List of human resource management topics * Adages named after people * Software Peter principle == References == *''The Peter Principle: why things always go wrong'' by Dr. Laurence J. Peter and Raymond Hull. William Morrow & Company, Inc. New York 1969, 179 pages *''The Peter Principle'' by Dr. Laurence J. Peter and Raymond Hull, Pan Books 1970 ISBN 0-330-02519-8 1969 books Adages Controversial books Organizational studies and human resource management Eponymous laws Sociology books Business books
I am absolutely amazed that no one, at least that I have heard or seen, has coined this phrase in reference to California Governor Gray Davis. He would seem to be the epitome of the "Peter Principle." He appears to have been "advanced" through the hierarchy of California government to his "highest level of competence", ie: chief of staff for Governor Jerry "Moonbeam" Brown. By most accounts he was a competent chief of staff and followed direction well and was able to supervise those under him. However, once he was "promoted to a level at which (he) is incompetent", ie: elected to governor, then he came within the meaning of the Peter Principle. His incompetence in this position has been shown over and over by his inability to formulate good policy, give broad direction and inspire by his leadership. Like most persons in this status he is extremely frustrated and has fits of temper over his inability to control matters within his governorship. He doesn't realize that it is just beyond his ability to do so. He is, indeed, incompetent to be governor. I know that Dr.Peter's "principle" was born of a satirical nature, however, in this instant case it is a cruel joke on the citizens of California and, in a personal manner, to Gray Davis himself. I doubt seriously that he realizes that the main source of his problems lies in the nexus of his govenorship to the Peter Principle, nor would I expect him to admit it if he did. I personally feel for Mr.Davis being in this situation. Like most other "victim's" of the Peter Principle, I doubt he intentionally made this ascent to incompetence. Most do not until it is too late. It is a shame that the voters of this state, at least the majority, did not recognize this defect in Grey Davis. However, it is not too late to remedy this error of judgment and hopefully this will take place. ---- Nonsense. Since when is a $30 million waste of money (the recall election's cost) in the middle of a budget crisis a good thing? And what makes any Republican think he (or she) will be able to do anything with a majority-Democratic legislature that is going to be unwilling to make any major changes in the way things in California are budgeted? User:RickK 20:41, 2 Aug 2003 (UTC) ---- The Peter Principle points up a long recognized problem: The failure to reward employees for competence AT THEIR EXISTING LEVEL. It has long been the case in most bureaucracies that the only avenue to advancement beyond a journeyman level is promotion to management. Management requires very different skills from most technical jobs such as engineering. Hence, it is unavoidable that we create a cadre of incompetent managers. For a time it was proposed that individuals be offered alternate paths to advancement within professional tracks, but this idea seems to have fallen from favor without much application. Perhaps this is due to the fact that in many organizations management is valued more for political power and social status than its functional significance. Thus, it is offensive to managers that highly skilled technical workers might be more highly compensated.
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#REDIRECT Peter principle
Peter Principle
#REDIRECT Talk:Peter principle
Peter principle
The ''Peter Principle'' is a theory originated by Dr. Laurence J. Peter which states that employees within a hierarchical organization advance to their highest level of competence, are then promotion to a level where they are incompetence, and then stay in that position. This follows from the use of promotion as a reward for success. As long as a person is competent in his current position, he will be promoted to the next higher one. By iteration, the only way a person can stop being promoted is to reach a level where he is no longer able to do well, and thus does not appear eligible for promotion. The theory was set out in a humorous style in the book ''The Peter Principle'', first published in 1969. Peter describes the theme of his book as ''hierarchiology''. The central principle is stated in the book as follows: :In a Hierarchy Every Employee Tends to Rise to His Level of Incompetence. Although written in a lighthearted manner, the book contains many real-world examples and thought-provoking explanations of human behaviour. Similar observations on incompetence can be found in the Dilbert cartoon series (see The Dilbert Principle). The employee's eventual incompetence is not necessarily a result of the higher-ranking position being "more difficult" — it may be simply that the position is ''different'' from the position in which the employee previously excelled, and thus requires different skills which the employee may not possess. An example used by Peter involves a factory worker whose excellence at his work results in him being promoted into a management position, in which the skills that got him promoted in the first place are no longer of any use. One way that organizations attempt to avoid this effect is to refrain from promoting a person until that person already shows the skills or habits necessary to succeed at the next higher position. Thus, a person is not promoted to manage others if he/she does not already show leadership, for instance. Another possibility is to attempt to change the focus on promotion as a reward and instead increase compensation for staying in a particular position and causing management positions to not necessarily have a higher compensation. This is difficult to do as a single company however because of the possibility that management might leave if they feel they are being undercompensated. ==Historical precedents== Relatives and corollaries to the Peter principle predate the naming of the theory itself. In Kalila wa Dimna, a Sasanid Persian collection of fables, one of the characters states that "The baseborn weakling is always sincere and useful until he reaches an office he is unworthy of." == See also == * The Dilbert Principle * Management * Parkinson's law * List of human resource management topics * Adages named after people * Software Peter principle == References == *''The Peter Principle: why things always go wrong'' by Dr. Laurence J. Peter and Raymond Hull. William Morrow & Company, Inc. New York 1969, 179 pages *''The Peter Principle'' by Dr. Laurence J. Peter and Raymond Hull, Pan Books 1970 ISBN 0-330-02519-8 1969 books Adages Controversial books Organizational studies and human resource management Eponymous laws Sociology books Business books
Peter principle
I am absolutely amazed that no one, at least that I have heard or seen, has coined this phrase in reference to California Governor Gray Davis. He would seem to be the epitome of the "Peter Principle." He appears to have been "advanced" through the hierarchy of California government to his "highest level of competence", ie: chief of staff for Governor Jerry "Moonbeam" Brown. By most accounts he was a competent chief of staff and followed direction well and was able to supervise those under him. However, once he was "promoted to a level at which (he) is incompetent", ie: elected to governor, then he came within the meaning of the Peter Principle. His incompetence in this position has been shown over and over by his inability to formulate good policy, give broad direction and inspire by his leadership. Like most persons in this status he is extremely frustrated and has fits of temper over his inability to control matters within his governorship. He doesn't realize that it is just beyond his ability to do so. He is, indeed, incompetent to be governor. I know that Dr.Peter's "principle" was born of a satirical nature, however, in this instant case it is a cruel joke on the citizens of California and, in a personal manner, to Gray Davis himself. I doubt seriously that he realizes that the main source of his problems lies in the nexus of his govenorship to the Peter Principle, nor would I expect him to admit it if he did. I personally feel for Mr.Davis being in this situation. Like most other "victim's" of the Peter Principle, I doubt he intentionally made this ascent to incompetence. Most do not until it is too late. It is a shame that the voters of this state, at least the majority, did not recognize this defect in Grey Davis. However, it is not too late to remedy this error of judgment and hopefully this will take place. ---- Nonsense. Since when is a $30 million waste of money (the recall election's cost) in the middle of a budget crisis a good thing? And what makes any Republican think he (or she) will be able to do anything with a majority-Democratic legislature that is going to be unwilling to make any major changes in the way things in California are budgeted? User:RickK 20:41, 2 Aug 2003 (UTC) ---- The Peter Principle points up a long recognized problem: The failure to reward employees for competence AT THEIR EXISTING LEVEL. It has long been the case in most bureaucracies that the only avenue to advancement beyond a journeyman level is promotion to management. Management requires very different skills from most technical jobs such as engineering. Hence, it is unavoidable that we create a cadre of incompetent managers. For a time it was proposed that individuals be offered alternate paths to advancement within professional tracks, but this idea seems to have fallen from favor without much application. Perhaps this is due to the fact that in many organizations management is valued more for political power and social status than its functional significance. Thus, it is offensive to managers that highly skilled technical workers might be more highly compensated.
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