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

The four bonuses combined amount to around 12,000.

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

Salary reductions due to transfers 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. Because each manager has a different management style, Taiwanese managers must constantly adapt, affecting organizational stability. In addition, departments within the company operate independently. Some Japanese managers even deliberately create divisions internally, causing departmental conflict and distrust, which further affects cross-departmental cooperation and overall operational efficiency.

The new general manager lacks decisiveness but is also extremely authoritarian. They often act according to their own opinions. For example, regarding employee performance evaluations, even when evaluations made by Taiwanese managers meet the standards, Japanese managers can unilaterally change the ratings if they have a personal bias against or dissatisfaction with a particular employee. They may even remove the employee from a managerial position without providing 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. Confusing Personnel Policies and Disputes over Transfers

The company has revised its personnel policies twice within three years, raising the requirements for frontline employees’ promotion. The policies were designed by an external vendor and then explained to employees. When employees asked the company’s human resources 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 staff are required to accept assignments away from their regular workplaces. Transfers are made by direct assignment, without prior communication or discussion with employees, and without considering their families or personal lives. This is highly disrespectful to employees, and the reasons for the transfers are 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 tasks to newcomers and are unfriendly toward them, increasing newcomers’ workloads and causing them to resign. In addition, the atmosphere of internal cooperation is weak. Most managers are concerned only with their own interests and are unwilling to cooperate with other departments, making internal collaboration difficult.

Japanese management has not actively addressed internal problems and has even shown obvious favoritism, causing departmental conflict to worsen. Internal friction within the company is severe.