Workplace reviews and discussion: 新臺灣農業機械股份有限公司

The four bonuses combined total 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 deputy general manager are Japanese employees assigned to Taiwan. They are the company’s highest-level managers and rotate positions approximately 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, causing conflict and distrust between departments and further affecting cross-departmental cooperation and overall operational efficiency.

The new general manager lacks decision-making ability but is also extremely arbitrary in their approach, 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 is prejudiced against or dissatisfied with a particular employee, they can unilaterally change the score and even remove the employee from their managerial position without providing any explanation. This has caused the evaluation system to lack fairness and transparency, severely undermined employee morale, and created a lack of job security. Entry-level employees do not want to seek promotion.

II. Confusing Personnel Policies and Disputes over Reassignments

The company revised its personnel policies twice within three years, raising the promotion requirements for entry-level employees. The policies were designed by an external vendor and then explained to employees. When employees asked the company’s HR managers about them, 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 usual workplace, and these assignments are made directly without prior communication or discussion with employees. The company does not consider employees’ families or personal lives. Aside from being highly disrespectful to employees, the reasons for these assignments 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 management. They assign troublesome work 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 obvious favoritism, causing conflicts between departments to worsen. The company suffers from serious internal friction.