BARS which are an acronym for Behaviorally Anchored Rating Scale is an appraisal system where the supervisor can assess the employee based on specific behavior (as cited on pg. 230, Managing Human Resources, Gomez, Balkin, Cardy 2012). Also BARS has a big advantage of being able to measure it accurately. If we were to identify behaviors important for the TSA then some of them would be:
• Is professional at all times and identifies people who may require special assistance.
• Conducts screening at the check-in point per the priority, so that its secures the terminal
• Monitors people’s behavior and reports suspicious activity to law enforcement officers.
• Provides immediate response to emergency calls by respective authorities
• Receives required training related to all functions of performing the job.
• Ensures accurate communication to supervisor related to safety requirements.
• Ensures awareness regarding safety procedures at all times at the airport.
• Pays attention to the smallest detail while executing everyday responsibilities.
• Accepts own errors and takes steps to rectify them after getting feedback from others.
Above are some of the requirements and based on how it is executed, the employee can be graded into three categories: Meets expectation, Exceeds expectation and does not meet expectation (cited in www.tsa.gov)

Since O’Reilly and Sanchez worked together for a considerable period (Anteby, McFee- Mina O’Reilly, Pg. 1), there were some potential points where the supervisor could go wrong in conducting appraisal and taking actions (Gomez et al., Pg. 235).
• Rater errors and bias: The breach at the airport (serious issue) would result in a particular indicator showing low score but then can get overshadowed due to other points which O’Reilly might think were important.
• The influence of liking: Since they worked for a long time together, O’Reilly completely trusted Sanchez (Anteby, McFee- Mina O’Reilly, Pg. 1). This was also in part due to the liking the supervisor had for the employee. This fact may affect the performance management
• Legal Issues: This relates to how much stringently the different rules are applied to Sanchez by O’Reilly and how much sense the actions make legally. ( Due to personal relations)
• Organizational politics: This will come into play since many times the goals end up becoming tool for different agendas than the actual purpose. An example being spending specific amount of time performing pat down search which may not be worth it but can be used by supervisors to show the utilization rate of officers.

Sanchez was one of the good performers at the airport facility (cited in Anteby, McFee- Mina O’Reilly, pg. 1). Due to these reasons the cost of hiring and re-training an employee in that position would be considerably more than the existing one. (Gomez et al. pg. 218). Anteby mentions in the case in ‘next steps’ that O’Reilly has a couple of options like termination, reassignment etc. Keeping all the above factors in mind, in my opinion, Sanchez should be assigned to a position for some pre-determined period which requires a lesser security clearance). Based on future assessment, the course of action for Sanchez can be determined.
If O’Reilly decides on the termination and decides to communicate this face to face, (Gomez et al. pg, 212), following are some points for O’Reilly to keep in mind:
• Set up an appropriate meeting.
• Provide brief but precise points of the job expectation and how and where it was not followed.
• Conduct the interview out of sight of other employees
• Keep in mind the sensitivities of the employee involved
• Be firm regarding the final decision.

References
Gomez, Balkin, Cardy2. Managing Human Resources, 2012 www.tsa.gov Anteby, McFee, Mina O’Reilly at Logan Airport’s TSA, 2011