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Journal of Management Research and Analysis


Bell curve appraisal: A critical view


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Author Details : H. Parshuram, Sandeep Hegde

Volume : 3, Issue : 4, Year : 2016

Article Page : 184-186


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Abstract

Basically, the objective of the Bell Curve to institute a customary and established set of causal claims. The methodology of the bell curve is typical of much of current and modern-day social science and is therefore fundamentally and intrinsically defective. Better methods are of course available for causal inference from observational data. However, those methods would not yield causal conclusions from the data used in the formal analyses in The Bell Curve. When combined with common sense and other information in terms of qualitative data, the analysis of the findings of the Bell Curve would possibly be more meaningful and practical in the present context of a highly competitive world.
The arguments in favour of the Bell Curve are: first, that intelligence is largely inherited, fixed, and distributed unequally across groups; second, that it is represented by a single measure of reasoning and rational ability (the General Intelligence, or, the g factor) that is predictive of life success; and third, that it is not substantially affected by education, health care, or other environmental factors. However, it is very well known that (a) education makes a profound difference in attainment; (b) educational opportunities are more unequally distributed and (c) when employees have equal access to high-quality resources, trainers and training, as well as conducive environment for growth, disparities in achievements narrow sharply.

Keywords:
Globalization, Normal Curve, Appraisal, Bench Mark, Product Quality, Performance Quality

How to cite : Parshuram H, Hegde S, Bell curve appraisal: A critical view. J Manag Res Anal 2016;3(4):184-186

Copyright © 2016 by author(s) and J Manag Res Anal. This is an Open Access article distributed under the terms of the Creative Commons Attribution License (CC BY 4.0) (creativecommons.org)