Invented by Dr
Laurence J Peter and Raymond Hull in their eponymous 1969 book, the
Peter Principle is based on the principle that persons climb to their
own levels of ineptitude when they get promoted to positions of power.
As professionals carry on doing good work, they will go on being
promoted.
The belief is on the basis of the observation that incessant promotions will ultimately lead folks to a position ahead of their capability and proficiency. And as they become incompetent and inept in the role they are not suitable for, they are not capable to go any further.
For instance...
For instance, an IT professional might be best at coding, but could lack the significant people skills required to be an executive. If the organisation promotes him or her to the post of executive, it would make him or her inept.
Where is this belief appropriate?
The principle is relevant at both mid and senior ranks, but starts coming into play at the mid-level with a rise in years of experience and increase in roles.
Which companies use this to measure employee performance?
The principle presumes significance at the time of appraisals and re-skilling professionals. While organisation do not candidly make obvious the principle when judging workers, the evaluation systems that most organisations have in place today are tools to review the capability of professionals to move ahead to the next level and are thus, intended at warding off incompetence and incapability.
The belief is on the basis of the observation that incessant promotions will ultimately lead folks to a position ahead of their capability and proficiency. And as they become incompetent and inept in the role they are not suitable for, they are not capable to go any further.
For instance...
For instance, an IT professional might be best at coding, but could lack the significant people skills required to be an executive. If the organisation promotes him or her to the post of executive, it would make him or her inept.
Where is this belief appropriate?
The principle is relevant at both mid and senior ranks, but starts coming into play at the mid-level with a rise in years of experience and increase in roles.
Which companies use this to measure employee performance?
The principle presumes significance at the time of appraisals and re-skilling professionals. While organisation do not candidly make obvious the principle when judging workers, the evaluation systems that most organisations have in place today are tools to review the capability of professionals to move ahead to the next level and are thus, intended at warding off incompetence and incapability.
No comments:
Post a Comment