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 upon transfer 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 highest-ranking executives in the company. They are rotated approximately once every three to five years. Because each manager has a different management style, Taiwanese managers must constantly adapt, which affects organizational stability. In addition, the company’s internal departments operate independently, and some Japanese managers even deliberately create divisions within the organization, resulting in departmental 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 based on personal 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 alter the rating and even remove the employee from their managerial position without any explanation. This causes the evaluation system to lack fairness and transparency, severely damages employee morale, and creates a lack of job security. As a result, front-line employees do not want to pursue promotions.

II. Confusing Personnel Policies and Disputes over Transfers

The company revised its personnel system twice within three years, raising the promotion requirements for entry-level employees. The system was designed by an external vendor and then explained to employees. When employees asked the company’s HR managers about it, they were 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 external assignments, and transfers are made by direct assignment. 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 given for the transfers are neither legitimate nor reasonable, seriously affecting employees’ willingness to work and their lives, and further intensifying internal dissatisfaction.

III. Departmental Problems and Internal Culture

Some senior employees in certain departments have extremely poor emotional control. They delegate troublesome tasks to newcomers and are unfriendly toward them, increasing newcomers’ workloads and causing them to resign. In addition, the company has a weak culture of internal cooperation. Most managers are concerned only with 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 day by day and resulting in serious internal friction within the company.