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.

The summer bonus and year-end bonus amount to 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 employees dispatched to Taiwan. They are the company’s highest-ranking managers and rotate positions approximately every three to five years. Since each manager has a different management style, Taiwanese managers must constantly adapt, which affects organizational stability. In addition, the company’s departments operate independently, and some Japanese managers even deliberately create internal divisions, resulting in departmental conflict and distrust, further affecting cross-departmental cooperation and overall operational efficiency.

The new general manager lacks decision-making ability but is also extremely authoritarian. They often act according to their own opinions. For example, regarding employee performance evaluations, even when an evaluation 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 score and even remove the employee from their managerial 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. Disorganized 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 manager about it, they were unable to clearly answer their questions and could only hastily end the briefing amid the disputes, seriously affecting employee rights and interests.

In addition, sales and maintenance personnel are required to accept assignments away from their current location. These assignments are made directly, without prior communication or discussion with employees, and the employees’ 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 internal dissatisfaction.

III. Departmental Problems and Internal Culture

Some senior employees in certain departments have extremely poor emotional management. They dump troublesome work on newcomers and are unfriendly toward them, increasing newcomers’ workloads and causing them to resign. In addition, the company has a weak atmosphere 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 conflict to worsen day by day and resulting in serious internal friction within the company.