The pre-dominance of the Bell Curve in performance appraisals has never been in doubt. It recognizes the fact that all people are not identical, the tasks assigned to them are different, and the environment they operate in need not be homogeneous. All organizations have their share of high performers, free riders, under-performers, and downright deadwood.
A well understood Bell Curve principle is about building meritocracy and practising a differentiated rewards strategy. It has its own limitations, especially in highly innovative outfits. However, it keeps the bar high, thereby helping an organization to scale greater heights.
(Excerpt from my book ‘Surviving in the Corporate Jungle’)