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 and year-end bonuses are approximately four months' salary.

Salary reductions due to transfers violate the Labor Standards Act, but no one reports them.

I. Changes in Management and Internal Conflict

The company's general manager and assistant general manager are Japanese employees dispatched to Taiwan. They are the company's highest-ranking managers and rotate positions once every three to five years on average. Because each manager has a different management style, Taiwanese managers must constantly adapt, affecting organizational stability. In addition, the company's internal departments operate independently, and some Japanese managers even deliberately create divisions internally, resulting in departmental conflict and distrust, which further affects cross-departmental collaboration and overall operational efficiency.

The new general manager lacks decision-making ability but is also extremely arbitrary in their conduct, often acting according to their own opinions. For example, regarding employee performance evaluations, even when the evaluation given by Taiwanese managers meets the standards, if Japanese managers have a prejudice against or are dissatisfied with a particular employee, they can unilaterally change the score and even remove the employee from their managerial position without providing any explanation. This makes the evaluation system unfair and lacking in transparency, seriously damages employee morale, and creates a lack of job security. Frontline employees do not want to pursue promotions.

II. Chaotic Personnel Policies and Disputes Over Transfers

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

In addition, sales and maintenance personnel are required to accept external assignments, which are made through direct appointment. Employees are not consulted or involved in discussions beforehand, and their families and personal lives are not taken into consideration. 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 management. They pass troublesome tasks on to new employees and are unfriendly toward them, increasing new employees' workloads and causing them to resign. In addition, the company's internal atmosphere of cooperation is weak. Most managers care only about their own interests and are unwilling to cooperate with other departments, making internal collaboration difficult.

The Japanese management has not actively addressed internal problems and has even shown obvious favoritism, causing departmental conflicts to worsen day by day and leading to serious internal friction within the company.