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 has reported 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 are rotated approximately once every three to five years. Since each manager has a different management style, Taiwanese managers must constantly adapt, affecting organizational stability. In addition, the company’s 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 management style, often acting according to their own 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 score and even remove the employee from a managerial position without any explanation. This causes the evaluation system to lack fairness and transparency, seriously damages employee morale, and creates a lack of 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 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 the policies, 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 outside their current locations, and such reassignments are made through direct orders. Employees are not consulted or engaged in discussions beforehand, and their families and living circumstances are not taken 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 internal 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 new employees and are unfriendly toward newcomers, increasing new employees’ 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.

Japanese managers have not actively addressed internal problems and have even shown obvious favoritism, causing departmental conflict to worsen day by day and resulting in serious internal friction within the company.