The problem may be one of managerial style.

distrust of the immediate superior. As might be expected therefore, the firm with the most formalized systemperformance appraisal with the subordinate present-had the highest trust scores of all the fmns. Furthermore, only in this firm did all the subordinates believe that their superior was the person most in touch with their problems-an indication that they felt the feedback system to be working both ways.
However, even with this system there is some reluctance on behalf of the superiors to praise their subordinates. As one manager expressed it: 'I really do not like doing his...he has got the same experience, as good if not better qualifications, same background and age more or less-why should 1 playa little god.'
The problem may be one of managerial style. When the superior believes that the aims of the organization and the subordinate can meet, he can more easily take the step of allowing the subordinate to take a major part in deciding what should constitute good performance and what bad. If the superior agrees with his subordinate's ideas, then the junior manager will feel more committed. to seeipg that the outcome of his proposals are successfulthat his targets are met. This method of performance appraisal can reduce a lot of the 'threat' felt during appraisal interviews, as one of the electronics managers discovered:
I had one of my 'difficult' men come with me on someone else's appraisal to show him the boss's view. Then I go him to fill in his owri appraisal form and compare it with mine. It worked very well-I'm sure it helped him realize his own weaknesses without my having to point them out. It is a great value ~o communication-with a frank talk-may be clear the aIr. I quite enjoy it.