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 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 personnel assigned to Taiwan. They are the company’s highest-level managers and rotate positions approximately once every three to five years. Because each manager has a different management style, Taiwanese managers must constantly adapt, which affects organizational stability. In addition, the company’s internal departments operate independently, and some Japanese managers even intentionally create divisions within the organization, resulting in departmental conflict and mistrust and further affecting 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 based on personal opinions. For example, regarding employee performance evaluations, even when an assessment made by a Taiwanese manager meets the 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 supervisory position without providing any explanation. This makes the evaluation system unfair and lacking in transparency, seriously damages employee morale, and leaves employees with no job security. As a result, frontline employees do not want to pursue promotions.

II. Confusing Personnel Policies 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 questions, they were unable to provide clear answers 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 away from their current locations. These assignments are made directly without prior communication or discussion with employees, and the company does not take employees’ families or living circumstances into consideration. This is highly disrespectful to employees, and the reasons for the reassignments 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 assign troublesome tasks to newcomers 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 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 clear favoritism, causing departmental conflicts to worsen day by day and creating serious internal friction within the company.