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 amount to approximately four months’ salary.

A salary reduction due to a transfer violates the Labor Standards Act, but no one 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 executives and rotate positions 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, the company’s departments operate independently, and some Japanese managers even deliberately create divisions internally, 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 his management style, often acting according to his own opinions. For example, regarding employee performance evaluations, even when an assessment made by Taiwanese managers meets the standards, if a Japanese manager has a personal bias against or dissatisfaction with a particular employee, the manager can unilaterally change the rating and even remove the employee from a managerial position without providing any explanation. This has caused the evaluation system to lack fairness and transparency, severely damaged employee morale, and left employees with no job security. As a result, frontline employees do not want to pursue promotions.

II. Chaotic Personnel Policies and Disputes over Transfers

The company has 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 personnel managers about the policies, 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 away from their current locations. Such transfers are made through direct orders, 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, seriously affecting employees’ willingness to work and their lives, and further intensifying dissatisfaction within the company.

III. Departmental Issues and Internal Culture

Some senior employees in certain departments have extremely poor emotional control. They pass troublesome work on to new employees 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.

Japanese managers have not actively addressed internal problems and have even shown obvious favoritism, causing departmental conflicts to worsen day by day and leading to severe internal friction within the company.