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.

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

Salary cuts due to transfers violate the Labor Standards Act, but no one reports them.

I. Changes in Management and Internal Conflicts

The company’s general manager and assistant general manager are Japanese personnel assigned to Taiwan. They are the company’s highest-ranking supervisors and rotate on average once every three to five years. Since each manager has a different management style, Taiwanese supervisors 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, causing interdepartmental conflict and distrust, further affecting cross-departmental cooperation and overall operational efficiency.

The new general manager lacks decision-making ability but is also extremely authoritarian, often acting according to personal opinions. For example, regarding employee performance evaluations, even when an assessment made by a Taiwanese supervisor meets the standards, if a Japanese manager has a bias against or dissatisfaction with a particular employee, they can unilaterally change the score and even remove the employee from a supervisory position without providing any explanation. This results in a lack of fairness and transparency in the evaluation system, severely undermines 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 Transfers

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 usual work location. Such transfers 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 transfers 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 newcomers and are unfriendly toward them, increasing newcomers’ workloads and causing them to resign. In addition, the atmosphere of internal cooperation is weak. Most managers care only about 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 interdepartmental conflict to worsen day by day and resulting in severe internal friction within the company.