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 and year-end bonuses amount to approximately four months’ salary.

Salary reductions resulting from transfers violate the Labor Standards Act, but no one has reported them.

I. Management Turnover 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 and 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 and often acts according to personal opinions. For example, regarding employee performance evaluations, even when an evaluation made by a Taiwanese manager meets the standards, if a Japanese manager has a prejudice against or dissatisfaction with a particular employee, they can unilaterally alter the score and even remove the employee from their managerial position without providing any explanation. This has made the evaluation system lack fairness and transparency, seriously damaged employee morale, and left employees without job security. Frontline employees do not want to seek promotion.

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 them, 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 usual workplace. Reassignments are made by direct appointment, 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 reassignments 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 assign troublesome tasks to new hires and are unfriendly toward them, increasing new employees’ workloads and causing them to resign. In addition, the company has a weak culture of internal cooperation. 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 clear favoritism, causing departmental conflict to worsen steadily and resulting in serious internal friction.