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Lockett
(1992) suggests that barriers to effective appraisal can be identified as follows. 
Appraisal barriers 
Comment 
Appraisal as confrontation
Many people dread appraisals, or use them 'as a sort of show down, 
a good sorting out or a clearing of the air.' In this kind of climate: 

There is likely to be a lack of agreement on performance levels 
and improvement needs. 
 EXAM FOCUS POINT 
This is the accepted framework for discussing appraisal interviews and so is worth learning. 
BPP Tutor Toolkit Copy

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CHAPTER 17
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PERFORMANCE APPRAISAL 
 
429 

The feedback may be subjective or exaggerated. 

The feedback may be negatively delivered. 

The appraisal may focus on negative aspects, rather than looking 
forward to potential for improvement and development. 
Appraisal as judgement
The appraisal 'is seen as a one-sided process in which the manager 
acts as judge, jury and counsel for the prosecution'. This puts the 
subordinate on the defensive. Instead, the process of performance 
management 'needs to be jointly operated in order to retain the 
commitment and develop the self-awareness of the individual.' 
Appraisal as chat
The appraisal is conducted as if it were a friendly chat 'without … 
purpose or outcome … Many managers, embarrassed by the need to 
give feedback and set stretching targets, reduce the appraisal to a few 
mumbled "well done!"s and leave the interview with a briefcase of 
unresolved issues.' 
Appraisal as bureaucracy
Appraisal is a form-filling exercise, to satisfy the personnel 
department. Its underlying purpose, improving individual and 
organisational performance, is forgotten.