ed by former employees. Therefore, it is the companys obligation to take every possible step to avoid these things. Another guideline that needs to be reviewed is preventing contamination. The employees supervisor performs performance appraisals at Commerce Bank at the branch level. This means that the only person to give an employee an appraisal is someone whom they may have came to know on a personal level. If the bank is a fairly small branch, there needs to be an emphasis on supervisor-subordinate relationships. If the employee works closely with his or her supervisor on a day to day basis, a second person may be needed to review the appraisal.Now that we have compared the practices of Commerce Bank to the literature we gathered, we can make recommendations for further action. Preventing discriminatory practices play an important role in performing performance appraisals. Commerce Bank needs to develop a team of specialists to carefully review their appraisal process to protect themselves against possible lawsuits. It would be beneficial to provide thorough and updated training sessions to all supervisors. Another recommendation would be for Commerce Bank to develop a way to have occasional checks or audits on the supervisors that perform the appraisals. One suggestion is to send supervisors out to other branches to observe employees they do not normally work with on a day to day basis. This would enable the company to have outside input on a performance appraisal if the employee ever questions their immediate supervisor. Works CitedMcCarthy, Julia. Performance Evaluations. Journal of Property Management. September 2000, p. 22.Murphy, Kevin R. and Cleveland, Jeanette N. Understanding Performance Appraisal. London: Sage Publications, 1995.Philip Tom. Appraising Performance for Results. London: McGraw-Hill Book Company, 1996.Scotto, Dolores. Performance Appraisals: More Than Just Going Through the Motions. Medi...
