A Review and Improvement of the Job Performance Evaluation System for the Product Application Engineering Department – The Case of Company G in the Electronic Industry

• Main Authors: Chang-Han Kao, 高長翰
• Other Authors: Cheng-Kiang Farn
• Format: Others
• Language: zh-TW
• Published: 2015
• Online Access: http://ndltd.ncl.edu.tw/handle/65bfun

碩士 === 國立中央大學 === 高階主管企管碩士班 === 103 === Abstract The product application of microcontrollers (MCU) in consumer electronics is wide spread, appearing in various markets, such as smart home, automotive and industrial automation. The emerging Internet of Things (IoT) technology is also founded on MCUs. As a result, the MCU industry competition is is crowded and highly competitive. The context of this study, Company G, is a major agent for a famous global MCU manufacturer, which has customers all over various application domains, including industrial, automotive, power supply/motor/fan, smart home,etc. The primary strength of Company G is in the application of MUCs in power supply/motor/fan related products in Taiwan. A major problem for Company G in expanding its marketing and sales lies in the management of its Field Application Engineering (FAE) Department. The allocation of engineers to projects, and the performance evaluation of the engineers not only affect the performance of the department, but also result in poor customer services, which in turn limit the ability of the sales department to expand its market. Company G follows similar practice as other electronic component agents, whereby its primary customer contact is its Sales department while the Sales Department secure orders, arrange the shipping schedule, and perform other customer services,. the preliminary tasks of introducing new components, explaining technical details, and conducting technical feasibility studies has to rely on the technical support of the FAE team. In handling customers’ complains, FAE is also responsible to solve the technical problems, so that customers problems can be resolved. Thus, the FAE department plays an important role for the success of Company G. This study critically reviews the problems of the management of the FAE department and proposes managerial changes in several aspects, namely, organization restructuring, process reengineering, transfer pricing and internal competition. These will hopefully result in better personal performance by the FAE engineers, and better collaboration between the Sales and the FAE departments. This will in turn result in better customer satisfaction and more competitive business operations. Key words: Field Application Engineering (FAE), Motivation, Responsibility, Internal competition