appraisal of a problem employee

I get a email saying that he is not satisfied with most of rating and therefore would like to close it as part of process. I encourage him to have face to face discussion as even that is part of process. The risk was the differences being surfacing once again.
Suddenly there was a mail from system that today was the last day and I had to have a telecon with the problem employee to close appraisal.
There were few mistakes from my side that I corrected. He had no problem with the ratings that were not good but with the comments that I had put. At few places I tried to explain with real examples but he created his own thread and asked in end. Did you mean that? I said No and explained my point of view again. He gave some explanation that a partner Director is not our customer and its okay to reply to him more than necessary. He asked for favor and wanted me to go through each of email and suggest him the changes. I said if he is interested than I could help him in future. But he wanted specific examples of complaints that had come against him but I was willing to give a generic feedback. I could not risk exposure to my poor young teammates from the problem employee. It would have been violation of their confidentiality too.
The guy could not give a time when his task would be complete even after multiple personal queries in person and in mail. He could not update his dependents in team about his work-styles and they would come and tell me that he is still not in office and this could cause a delay in their respective module. His test plan was more or less a english essay and even in that he had left sections for others. I could see his discomfort and suggested in a team meeting that all of the team should help with the test cases. He took it otherwise and thought that his responsibility was only creation of template and add few initial test cases. The work was not starting so I atleast wanted him to do something and thus gave simple task like finding a template, customizing to our need and atleast think and put some test cases.
He said if half the team had complained about him why didn’t the other half also do so. He must have planned for full rejection from team but failed in his goal.
Change management, mentoring and team work are related behavior competency and How could I differentiate on each and bring out instances in each where he failed to bring some positive to the team.
Also he expected people to provide him regular update of progress but he on his part forgot to update his team or his manager.
The little experience ones were able to provide more commitment and better updates then why should I bother to work with difficult people. From learning perspective I should.
Few of his points are valid that given the dynamics of the system should he be performing more that a fresher is expected to do. We should have a separate rating mechanism for dynamic environment. He will quit and then I should not be concerned as to why I could not help it?
Bottomline-- If 1 out of 10 of your team is strongly believing that you have a personal mission to spoil their career then it should not bother you. There are 9 careers that you can mentor and prosper but don’t let this learning go idle. Participate and learn from it. Only they provide you with material to write. Are you a difficult employee?

self appraisal - first round of escalation

Do not miss out on valid points because that will loose some learning experience.

Whatever changes happen , it should be demonstrated well, both to team as well as to higher management. Otherwise people may not realize why this change is happening.

Feedback is for people to give and it is for our mind to take it up or not. Criticism is different from feedback.

Is appraisal done so strictly for each line of referred parameter across or is it applicable for this instance?

All demos done on time. No customer complaint. One people issue only. No attrition despite no onsite, no client, constantly changing work environment.

Negative analysis--
Promise of success enables creating space for one self even at the cost of incumbent.

The appraisal was not balance with over emphasis on a single failure if want to call it so. I would view it as collective failure.