Performance Criteria
Performance appraisal is essential since it makes it possible for leaders to learn more about an employee’s productivity, behavior, and overall contribution to organizational profitability. A Purchasing Manager (PM) is a professional who oversees and monitors the activities of his or her followers in the purchasing department (Jyoti, 2020). This discussion proposes the most appropriate performance criteria for this position.
The most appropriate performance criteria for this position should reveal the professional’s effectiveness. For instance, the individual should complete his or her tasks in a timely manner, supervise the targeted followers efficiently, and meet the relevant goals. This outcome is possible if the PM is able to acquire the required materials and equipment that can support organizational performance (Riggio, 2016). Other key metrics are the ability to administer the department’s budget and engage in actions that have the potential to maximize profitability. Such performance criteria would be appropriate for this position since they identify key areas that revolve around the purchasing department.
To support the delivery of desirable results and promote organizational performance, the criteria should include several elements. Some will include completion of supervisory roles, collaboration with the relevant departments to support purchasing functions, acquisition of raw materials, forecasting future organizational demand, and the ability to solve emerging problems with key partners (Jyoti, 2020). Others include administering the departmental budget, personal attributes, and engagement in departmental activities that will deliver the outlined business goals.
Assessment Methods
A simple assessment method or framework is essential for the performance criteria outlined above. The first approach is that of self-evaluation whereby the manager will identify his or her key strengths and weaknesses. The second strategy will be quantitative in nature whereby the professional’s performance data will be contrasted with the criteria. The next method will be the use of surveys targeting business partners and followers in the department. While the self-evaluation method might be subjective in nature, the other approaches will be objective in nature since the involved experts will focus on the available data to make informed decisions (Riggio, 2016). The move to measure these elements of the performance criteria in an objective manner will ensure that the professional is aware of his or her achievements. The emerging recommendations will also form the basis for continuous improvement.
Performance Appraisal System
The use of an appraisal system is an ingenious move aimed at monitoring employee performance. The table presented below gives a detailed summary of the designed performance appraisal system. Its use will guide the relevant managers to make informed decisions regarding the gains and achievements of the PM.
Table 1
Proposed Performance Appraisal
From the above evaluation system, it is evident that several elements have been included that revolve around the responsibilities of the targeted PM (see Table 1). These attributes are critical since they will determine the possible performance of the professional and the anticipated business goals. The consideration of every element will ensure that the HR manager makes the relevant recommendations that can help the employee improve his or her performance and eventually take the organization to the next level. The last element of personal effectiveness will help the reviewers monitor the personality of the manager and consider whether he or she follows the outlined ethical principles (Jyoti, 2020). Cases of absenteeism and abuse of office will fall under this category. The denoted elements are essential and have the potential to dictate whether the manager engages in actions that can promote organizational performance.
The presented performance appraisal system provides room for different evaluations and remarks. For instance, the employee will be the first one to present his or her honest evaluations depending on the tasks completed and the presented job description. The individual will offer personal insights and key areas that require improvement (Riggio, 2016). The professional will have to fill the document before handing it over to the relevant department. The next process of evaluation will entail the use of surveys (Riggio, 2016). The HR department will liaise with different followers in the purchasing department and business partners to gauge or describe the performance of the professional. These stakeholders will also have to consider every outlined element.
The third person to evaluate this worker will be the manager’s supervisor using the acquired data from the organization. This subjective approach will contrast each element with the available performance indicators. The final person to present the required remarks will be the HR manager based on the acquired information (Riggio, 2016). This leader will offer suggestions to help the PM perform the assigned tasks more efficiently (Riggio, 2016). The review will also outline some of the key areas that the professional can improve to maximize organizational profitability.
References
Jyoti, F. M. (2020). Current practices and challenges of performance management system in higher education institutions: A review. Journal of Critical Reviews, 7(7), 921-925.
Riggio, R. (2016). Introduction to industrial and organizational psychology (6th ed.). New York, NY: Routledge.