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.

Salary reductions following a transfer 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 approximately once 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 internal departments operate independently, and some Japanese managers even deliberately create divisions internally, causing interdepartmental conflict and distrust, further affecting cross-departmental cooperation 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 an assessment made by Taiwanese managers meets the standards, if a Japanese manager is prejudiced against or dissatisfied with a particular employee, they can unilaterally alter the rating or even remove the employee from a managerial position without any explanation. This results in a lack of fairness and transparency in the evaluation system, seriously undermines employee morale, and leaves employees with no job security. As a result, frontline employees do not want to pursue promotion.

II. Chaotic Personnel Policies and Disputes over Reassignments

The company has 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 HR 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 assignments away from their current locations, and these reassignments are made by 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, while the reasons for the reassignments are also 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 management. They assign troublesome work 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.

Japanese managers have not actively addressed internal problems and have even shown obvious favoritism, causing departmental conflicts to worsen over time and resulting in severe internal friction within the company.