彼得原理
楊惟雯
彼得原理(The Peter Principle)指的是，在一個層級分明的官僚組織中，一個在原有職位上工作表現良好而獲得升遷到更高職位的人，最後將會升遷到他所無法勝任的職位。
一、技術≠管理≠經營
彼得原理(The Peter Principle)是美國學者勞倫斯‧彼得在對組織中人員晉陞的相關現象研究後得出的一個結論；在各種組織中，由於習慣於對在某個等級上稱職的人員進行晉陞提拔，因而僱員總是趨向於晉陞到其不稱職的地位。
「彼得原理」解釋了人們普遍疑惑卻又不知原因的「工作不勝任」現象。
「彼得原理」這種現象在現實生活中無處不在：
一名稱職的教授被提升為大學校長後無法勝任；一個優秀的運動員被提升為主管體育的官員，而無所作為。
對一個組織而言，一旦組織中的相當部分人員被推到了其不稱職的級別，就會造成組織的人浮於事，效率低下，導致平庸者出人頭地，發展停滯。
因此，這就要求改變單純的「根據貢獻決定晉陞」的企業員工晉陞機制，不能因某個人在某一個崗位級別上幹得很出色，就推斷此人一定能夠勝任更高一級的職務。要建立科學、合理的人員選聘機制，客觀評價每一位職工的能力和水平，將職工安排到其可以勝任的崗位。
不要把崗位晉陞當成對職工的主要獎勵方式，應建立更有效的獎勵機制，更多地以加薪、休假等方式作為獎勵手段。
有時將一名職工晉陞到一個其無法很好發揮才能的崗位，不僅不是對職工的獎勵，反而使職工無法很好發揮才能，也給企業帶來損失。
對每個人而言，雖然我們都期待著不停地升職，但不要將往上爬作為自己的惟一動力。與其在一個無法完全勝任的崗位勉力支撐、無所適從，還不如找一個自己能游刃有餘的崗位好好發揮自己的專長。
二、「彼得原理」對人力資源管理的啟示
我個人認為合理的升遷之道，是下列條件的統合評估:
人事升遷的標準 = 工作能力+工作績效+年資+歷練完整
+人際關係+品德+格局視野+考試+家庭因素
+健康因素+抗壓能力+犧牲精神+……
其中，並留意以下四個要點:
其一，管理的效率源自根據職位遴選符合資格能力的人，選賢與能，才是選拔提昇的根據。
它不是簡單的表現在完成本職位要求的技術能力，更不是人際關係，提昇應是在對事業的執著、工作的責任心、本職位的工作績效等基礎上，考核是否具有上一職位所要求的能力。這樣才能使人盡其才，而不為功名所累。
其二，人力資源管理不要輕率地把能夠在現在位置勝任的人提昇到他不勝任的位置，而是要盡可能在現有的環境給他們提供最大發揮潛能的機會。
比如，與職務的提昇同樣能夠使人獲得成就感的工資寬幅浮動制，也能夠體現個人的業績和貢獻得到組織和社會的認可的程度。這不僅有利於個人，也有利於組織和社會的發展。
其三，在組織中的人力資源管理中，須強調責任與奉獻的組織文化，亦即，職位的權力與責任、風險同樣是成正比的，甚至職位越高，責任和風險越大。
所以，組織應告知被提昇者更需要承擔重大的責任，在新的位置上，他不得不放棄的很多東西，提昇將意味面對更多的責任、付出和風險。
其四，如果彼得原理的邏輯是不可避免的，而人性在利益誘惑面前又是軟弱的，那麼，機制就顯得非常重要。
組織必須建立起一種機制，能夠發揮勝任者的才能，也能夠改變不勝任者對職位的衝動，才不再會發生彼得式的悲劇。
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