Workplace reviews and discussion: 新臺灣農業機械股份有限公司

The four bonuses add up to around 12,000.

Summer bonus and year-end bonus: approximately four months’ salary.

Reducing pay upon transfer violates the Labor Standards Act, but no one has reported it.

I. Changes in Management and Internal Conflict

The company’s general manager and deputy general manager are Japanese expatriates assigned to Taiwan. They are the company’s highest-ranking managers and rotate positions approximately every 3–5 years. Because each manager has a different management style, Taiwanese managers must constantly adapt, affecting organizational stability. In addition, the company’s departments operate independently, and some Japanese managers even intentionally create divisions internally, resulting in departmental conflict and distrust, which further affects cross-departmental cooperation and overall operational efficiency.

The new general manager lacks decision-making ability but is also extremely arbitrary in their management style, often acting solely according to their own opinions. For example, regarding employee performance evaluations, even when an evaluation given by a Taiwanese manager meets the required standards, if a Japanese manager is prejudiced against or dissatisfied with a particular employee, they can unilaterally change the rating and even remove the employee from their managerial position without providing any explanation. This causes the evaluation system to lack fairness and transparency, seriously undermines employee morale, and leaves employees with no job security. Frontline employees do not want to seek promotion.

II. Confusing Personnel Policies and Transfer Disputes

The company revised its personnel policies twice within three years, raising the requirements for frontline employees’ promotion. The policies were designed by an external vendor and then explained to employees. When employees asked the company’s HR manager for clarification, they were unable to clearly answer their questions and could only hastily end the briefing amid the dispute, seriously affecting employee rights and interests.

In addition, sales and maintenance personnel are required to accept assignments away from their usual workplace. Transfers are made by direct assignment, without prior communication or discussion with employees, and without considering their families or personal lives. This is highly disrespectful to employees, and the reasons for the assignments are neither legitimate nor reasonable, seriously affecting employees’ willingness to work and their lives, and further intensifying dissatisfaction within the company.

III. Departmental Problems and Internal Culture

Some senior employees in certain departments have extremely poor emotional control. They pass troublesome work on to newcomers and are unfriendly toward them, increasing newcomers’ workloads and causing them to resign. In addition, the atmosphere of internal cooperation is weak. Most managers care only about their own interests and are unwilling to cooperate with other departments, making internal collaboration difficult.

Japanese managers have not actively addressed internal problems and have even shown obvious favoritism, causing departmental conflict to worsen day by day. The company suffers from serious internal friction.