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.

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

I. Changes in Management and Internal Conflict

The company’s general manager and assistant general manager are Japanese employees assigned to Taiwan. They are the company’s highest-ranking executives and are rotated approximately once every 3–5 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 departmental 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 management style, often acting according to their own 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 bias against or dissatisfaction with a particular employee, they can unilaterally change the rating and even remove the employee from a supervisory position without any explanation. This has caused the evaluation system to lack fairness and transparency, seriously damaged employee morale, and created a lack of job security. As a result, frontline employees do not want to pursue promotions.

II. Confusing Personnel Policies 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 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, and such reassignments are made by direct appointment. Employees are not consulted or engaged in discussions beforehand, nor are their families or personal lives taken into consideration. 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 employees and are unfriendly toward them, increasing newcomers’ workloads and causing them to resign. In addition, the company has a weak culture of internal collaboration. Most managers are concerned only with their own interests and are unwilling to cooperate with other departments, making internal coordination difficult.

The Japanese management has not actively addressed internal problems and has even shown obvious favoritism, causing departmental conflict to worsen day by day and resulting in severe internal friction within the company.