Workplace reviews and discussion: 伂橙股份有限公司

Salaries are paid on time, with regular all-you-can-eat group meals (just go and eat—there’s no pressure to socialize); some departments also have all-you-can-drink beverages. The facilities, such as the restrooms, pantry, and meeting rooms, are like those in an office, and the dining areas are comfortable and practical.

At the spring banquet, the raffle prizes are ten thousand, twenty thousand, and thirty thousand [NTD], satisfying everyone’s taste for gambling. It’s quite exciting and gets everyone fired up—the time each year when I’m most satisfied to be employed.

The boss’s judgment about where money should be spent, and about which people should be cut and which shouldn’t, is really very different from what junior employees think.

For the annual perfect-attendance award, in addition to the money, they also give out a small trophy that I can’t tell whether it’s acrylic or glass. It isn’t environmentally friendly and takes up space; wouldn’t replacing it with fifty or one hundred dollars be better?

They don’t want ordinary employees, so senior employees have begun taking on two, three, four, or five roles at once. Salaries increase slowly by one hundred, two hundred, five hundred, or one thousand. You could give someone an immediate raise of ten or twenty thousand, but it seems the boss thinks that if the person is driven away, it’s more cost-effective to hire two or three rookies at minimum wage to fill the gap.

Senior executives can only express, in spirit, that they know you’re working hard; they have no authority to approve raises. On the one hand, they also lack the ability—or don’t know how—to persuade the boss to provide more staff, while on the other hand they want to be good children who solve things themselves.

The top management looks at your reports and naturally thinks, “Well, you’re operating pretty well, so why should we give you resources?”

The people at the bottom are worked to death.

All the systems that should originally have existed were in place, and the future looked bright.

Staff reductions and employees leaving without being able to complete a proper handover have made normal operations impossible.

It feels like a case of short-term thinking and immediate gains, resulting in the loss of the advantages built through years of hard work.

Is the transformation deliberate or just willful?

Carefully considered or impulsive?

The entrepreneurs of this generation

probably had it too easy when they first made their money.