THE BARRIERS OF EFFECTIVE APPRAISAL AND HOW THESE MAY BE

OVERCOME
There have been studies on the effects of appraisal, which show some negative
effects:
• Criticism had a negative effect on goal achievement
• Subordinates generally react defensively to criticism during appraisal
interviews
• Inferior performance resulted from defensive reactions to criticism
• Repeated criticism had the worst effect on subsequent performance of
individuals who had little self confidence.

J Lockett suggests that appraisal barriers can be identified as

follows:
appraisal as ⚫ differing views regarding performance.
confrontation ⚫ feedback is subjective – the manager is biased, allowing
personality differences to get in the way of actual
performance.
⚫ feedback is badly delivered.
⚫ assessment is based on yesterday’s performance not on
the whole year.
⚫disagreement over prospects and solutions.

appraisal as ⚫ appraisal is seen as a one sided process – the manager is

judgement judge, jury and counsel for the prosecution.

⚫appraisal is imposed.

appraisal as chat ⚫ lack of will from either party.

⚫ an unproductive conversation.
⚫no outcomes set.

appraisal as ⚫ a traditional ceremony.

bureaucracy
⚫no purpose or worth.
 appraisal as an ⚫ a traditional ceremony.
annual event
⚫no purpose or worth.

appraisal as ⚫ frustration at limited appraisal time.

unfinished business
⚫ no belief that issues will be followed up.

Overcoming the barriers to effective appraisal

1. There must be a system of follow up and feedback.

2. There may be agreement between the interviewer and the employee

in the appraisal interview about further training that the employee
needs, or ways in which the employee can be developed. These
agreements should be recorded as part of the official record of the
appraisal interview.

3. The action plan that has been agreed with the employee should be
reported to senior management and the HR department.

4. The interviewer is normally the manager of the employee. He or she

should follow up the appraisal report and should arrange the training
or development that has been agreed.

5. At the next appraisal interview, the interviewer and the employee

should discuss whether the agreed training or development was
provided, and what has been its effect.

The appraisal system itself should be assessed and the claims made by Lockett will
need to be addressed to ensure:
• Relevance – does the system have a useful purpose and is it relevant to the
needs of both the organisation and the individual?
• Fairness – is there reasonable objectivity and standardisation of criteria
throughout the organisation?
• Serious intent – is the management committed to the system or has it been
thrust on them by the HR department? Do the appraisers have training in
interviewing and assessment techniques? Is there a demonstrable link
between performance and reward?
• Cooperation – is the appraisal a participative, problem solving activity with
the appraisee given time and encouragement to prepare for it to be able to
make a constructive contribution? What type of conclusion emerges from
the process?
• Efficiency – is it costly and difficult to administer and does it seem too time
consuming compared with the value of its outcome?