Workplace reviews and discussion: 上品綜合工業股份有限公司
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The new boss wants equal pay for equal work.
The company culture and new systems are being reformed with openness, integrity, and innovation.
A newly established department oversees and formulates management methods.
Profit-oriented, with MBO & KPI management methods.
Equal pay for equal work, but not benchmarked against the higher-paid end.
The openly proclaimed innovative system updates have not yet resulted in better benefits; instead, there is constant wariness and prevention to ensure employees do not receive even slightly more benefits.
Upon taking office, the new leadership imposed management methods from other companies on every department. Without understanding or caring about the circumstances of other departments, they simply required everyone to comply. Failure to meet the requirements resulted in punishment; anyone with an opinion was labeled as uncooperative and punished. Management method: punishment.
The profit-center system has led to calculation and scheming among departments rather than mutual assistance and shared benefits—not coordination and checks and balances, but pulling against and obstructing one another. A key performance indicator once rejected by major international companies is being used as a guideline to calculate and evaluate every employee’s effort and productivity. This is paired with the implementation of management by objectives: monthly reports now also include weekly and daily reports, with occasional surprise assignments and follow-up to check whether they have been completed.