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.

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

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 rotate positions every three to five years on average. Since each manager has a different management style, Taiwanese managers must constantly adapt, which affects organizational stability. In addition, departments within the company operate independently. Some Japanese managers even deliberately create divisions internally, causing 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 his management style, often acting according to his own opinions. For example, regarding employee performance evaluations, even when the evaluations made by Taiwanese managers meet the required standards, Japanese managers can unilaterally alter the scores if they hold prejudice or dissatisfaction toward particular employees, and may even remove those employees from their supervisory positions without any explanation. This makes the evaluation system unfair and lacking in transparency, severely damages employee morale, and creates a lack of job security. As a result, frontline employees do not want to pursue promotions.

II. Confusing Personnel System and Disputes over Reassignments

The company has revised its personnel system twice within three years, raising the promotion requirements for frontline 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 end the briefing amid the controversy, seriously affecting employee rights and interests.

In addition, sales and maintenance personnel are required to accept assignments outside their current locations. 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 pass troublesome tasks on to new employees and are unfriendly toward newcomers, increasing their 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 conflicts to worsen day by day and resulting in serious internal friction within the company.