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

The bonuses for the four quarters add up to around 12,000.

The summer and year-end bonuses are approximately four months’ salary.

Reducing pay upon reassignment violates the Labor Standards Act, but no one reports it.

I. Changes in Management and Internal Conflict

The company’s general manager and assistant general manager are Japanese employees dispatched to Taiwan. They are the company’s highest-level managers and are replaced 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 internal departments operate independently, and some Japanese managers even deliberately create divisions internally, resulting in interdepartmental conflict and distrust, which further affects cross-departmental cooperation and overall operational efficiency.

The new general manager lacks decision-making ability but is also extremely arbitrary in their approach, often acting according to their own opinions. For example, regarding employee performance evaluations, even when the ratings assessed by Taiwanese managers meet the standards, Japanese managers can unilaterally alter the scores if they have a bias or dissatisfaction toward a particular employee, and may even remove that employee from a supervisory 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. Chaotic Personnel Policies and Disputes over Reassignments

The company has revised its personnel policies twice within three years, raising the requirements for frontline employees’ promotions. The policies were designed by an external vendor and then explained to employees. When employees asked the company’s personnel manager about the policies, the manager was unable to clearly answer their questions and could only hastily conclude the briefing amid the controversy, seriously affecting employee rights and interests.

In addition, sales and maintenance personnel are required to accept assignments away from their current locations. Reassignments are made by direct order, without prior communication or discussion with employees, and without considering their families or lifestyles. 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 pass troublesome tasks on to new hires and are unfriendly toward them, increasing new employees’ 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.

The Japanese management team 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.