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

The four bonus payments add up to around 12,000.

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

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

I. Changes in Management and Internal Conflicts

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 three to five 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 within the organization, resulting in departmental conflicts and distrust. This further affects cross-departmental collaboration and overall operational efficiency.

The new general manager lacks decision-making ability but is also extremely arbitrary in their approach, often acting according to 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 a supervisory position without any explanation. This causes the evaluation system to lack fairness and transparency, seriously undermines employee morale, and leaves employees without job security. As a result, frontline employees do not want to seek promotion.

II. Chaotic Personnel System and Disputes over Transfers

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 employees’ rights and interests.

In addition, sales and maintenance personnel are required to accept assignments away from their regular work locations. These assignments are made directly without prior communication or discussion with employees, and the company does not consider employees’ families or personal lives. 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 dump troublesome work on new employees and are unfriendly toward them, increasing newcomers’ workloads and causing them to resign. In addition, the atmosphere of internal 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 resulting in serious internal friction within the company.