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Peter principle definition7/31/2023 ![]() The Peter principle is therefore expressed as: "In a hierarchy, every employee tends to rise to his level of incompetence." This leads to Peter's corollary: "In time, every post tends to be occupied by an employee who is incompetent to carry out its duties." Hull calls the study of how hierarchies work hierarchiology. This outcome is inevitable, given enough time and enough positions in the hierarchy to which competent employees may be promoted. Being incompetent, the individual will not qualify for promotion again, and so will remain stuck at this final placement or Peter's plateau. ![]() If the person is competent in the new role, they will be promoted again and will continue to be promoted until reaching a level at which they are incompetent. If the promoted person lacks the skills required for the new role, they will be incompetent at the new level, and will not be promoted again. The Peter principle states that a person who is competent at their job will earn a promotion to a position that requires different skills. The Peter principle has since been the subject of much commentary and research. Peter and Hull intended the book to be satire, but it became popular as it was seen to make a serious point about the shortcomings of how people are promoted within hierarchical organizations. Hull wrote the text, which was based on Peter's research. The concept was explained in the 1969 book The Peter Principle ( William Morrow and Company) by Laurence Peter and Raymond Hull. Peter, which observes that people in a hierarchy tend to rise to "a level of respective incompetence": 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. The Peter principle is a concept in management developed by Laurence J. The cover of The Peter Principle (1970 Pan Books edition)
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