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

The four bonus payments total approximately 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 expatriates stationed in Taiwan and are the company’s highest-level executives, rotating on average every three to five years. Because each manager has a different management style, Taiwanese supervisors 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, which further affects cross-departmental cooperation and overall operational efficiency.

The new general manager lacks decisiveness but is also extremely arbitrary in their approach, often acting according to their own opinions. For example, in employee performance evaluations, even when the assessment made by Taiwanese supervisors meets the standards, if a Japanese manager has a prejudice against or dissatisfaction with a particular employee, they can unilaterally change the score and even remove the employee from their supervisory position without any explanation. This has caused the evaluation system to lack fairness and transparency, severely damaged employee morale, and created a lack of job security. As a result, frontline employees do not want to pursue promotion.

II. Confusing Personnel Policies and Disputes over Transfers

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 the policies, they were unable to clearly answer their questions 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 out-of-town assignments, which 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, 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 pass troublesome tasks on to new employees 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 supervisors 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 clear favoritism, causing interdepartmental conflict to worsen over time and resulting in severe internal friction.