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

The four bonuses combined total around 12,000.

The summer bonus and year-end bonus amount to approximately four months’ salary.

Salary reductions upon reassignment 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 assigned to Taiwan. They are the company’s highest-level managers and rotate positions every three to five years on average. Because each manager has a different management style, Taiwanese supervisors must constantly adapt, which affects organizational stability. In addition, the company’s internal departments operate independently, and some Japanese managers even deliberately create divisions within the organization, causing interdepartmental conflict and mistrust. This further affects cross-departmental cooperation and overall operational efficiency.

The new general manager lacks decisiveness but is also extremely arbitrary in his approach, often acting according to his own opinions. For example, regarding employee performance evaluations, even when an assessment made by a Taiwanese supervisor meets the standards, if a Japanese manager is prejudiced against or dissatisfied with a particular employee, the manager can unilaterally change the score and even remove the employee from a supervisory position without any explanation. This causes the evaluation system to lack fairness and transparency, severely damages employee morale, and leaves employees with no job security. As a result, frontline employees do not want to pursue promotions.

II. Chaotic Personnel System and Disputes over Reassignments

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

In addition, sales and maintenance personnel are required to accept assignments outside their usual locations. Reassignments are made through direct orders, 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 reassignments are neither legitimate nor reasonable. It seriously affects employees’ willingness to work and their lives, further intensifying dissatisfaction within the company.

III. Departmental Problems and Internal Culture

Some senior employees in certain departments have extremely poor emotional control. They assign troublesome tasks to new employees and are unfriendly toward them, increasing newcomers’ workloads and causing them to resign. In addition, the company has a weak culture of internal cooperation. Most managers are concerned only with 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 steadily and resulting in serious internal friction.