The Peter principle is a concept in management developed by Laurence J. Peter, observing that people in a hierarchy tend to rise to a level of respective incompetence, promoted on the strength of their success in a previous job until they reach a position at which they are no longer competent, since the skills that succeeded in one job do not necessarily transfer to the next. The concept was explained in the 1969 book The Peter Principle, written by Raymond Hull based on Peter's research; the two intended it as satire, but it became popular for making what readers took as a serious point about the shortcomings of promotion within hierarchical organizations, and it has since drawn substantial commentary and research of its own.
Facts
Partially Attested
First Described Year1969 is the year the concept was explained in the book; the source notes similar observations long before, and Peter's research preceded publication. Core ClaimPeople in a hierarchy tend to rise to a level of respective incompetence, promoted on success in previous jobs until they are no longer competent 1 Classification
Type of PhenomenonSocial or Interpersonal Phenomenon 1 Connections
In Branch
Source Peter principle - Wikipedia
Sources
1. Peter principle - Wikipedia
Intro, sentence 1
people in a hierarchy tend to rise to "a level of respective incompetence"
Intro, paragraph 2
The concept was explained in the 1969 book The Peter Principle
In Branch: Industrial-Organizational Psychology, Lead sentence
The Peter principle is a concept in management developed by Laurence J. 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.
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