Workplace reviews and discussion: 麥味登_揚秦國際企業股份有限公司

Senior deadweight employees generally lack ability, and the job skills are easy to pick up.

The products are good.

The company does not lay people off because it is afraid this would affect applications for foreign workers.

The traditional-industry business is run through hereditary succession. There are many senior deadweight employees who are shareholders, and many people in high-ranking, powerful positions got there through connections. There are also many relatives and children of managers who are not specialists.

The people in charge constantly change policies and instructions, and the old-employer mentality is deeply entrenched. There is no leadership. Factional warfare is common within the company.

There are many older employees and little innovation; this is immediately obvious from the company’s social media or official website.

There is a severe talent gap. The system is merely for reference; work follows the person, and promotions are based on obedience rather than ability.

Employees other than store staff cannot apply for overtime pay. Salary adjustments are slow, compensatory leave may not be usable, and the boss dislikes it when employees travel abroad during their annual leave.

Any leave of two days or more requires the boss’s approval. Professional expertise is not respected, the boss is always right, and employees are treated harshly.

There is no HR department, only personnel administration, and no concern for employees’ physical or mental health.

It also acts as management’s enforcer. There is no labor-management consultation and no labor union.

Workplace sexual harassment results in nothing more than a verbal warning, and perpetrators of workplace insults do not have to apologize.

Most members of the employee welfare committee are handpicked and are not elected according to legal requirements.

The absence of violations in labor inspections or audits is fabricated by the system.

There is a performance review system, but the dual-review mechanism has been disabled and there are no interviews; employees are also required to receive a score of no more than 80.

The boss has the final right to make changes. Basically, scores are determined according to the boss’s mood or personal bias.

There is a culture of habitually putting on performances at the company for the boss to see.

The later you work overtime, the harder you appear to be working—it is not because you are incompetent.

At company dinners, employees are always forcibly made to drink, and there is drunk driving every time.

The birthday cash gift is 500, and the benefits for the three major festivals consist of company products—overstock or near-expiration items.

There is no lucky draw or gifts at the year-end banquet. The same food is served every year, and every department is forced to put on a performance each year. It is to entertain the boss.

Employee trips are limited to domestic destinations, and junior employees have to pay extra.

Operating bonuses are used only for privileged employees to travel abroad.

The number of franchisees presented at franchise exhibitions is inflated, and headquarters is unable to restrain franchise owners.

Overseas licensing is primarily about collecting licensing fees. Headquarters provides weak support, and there have been lawsuits.

Senior employees have colluded with vendors to receive kickbacks.

The boss likes to use vendors introduced through personal connections, regardless of whether their products are suitable.

When something fails or relationships break down, someone is found to take the blame, because the boss is always right.