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.

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

I. Changes in Management and Internal Divisions

The company’s general manager and assistant general manager are Japanese employees assigned to Taiwan. They are the company’s highest-level managers and are rotated 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 decisiveness but is also extremely arbitrary in his management style and often acts based on his own opinions. For example, regarding employee performance evaluations, even when the evaluations conducted by Taiwanese managers meet the standards, if a Japanese manager is prejudiced against or dissatisfied with a particular employee, he can unilaterally alter the score and even remove the employee from a supervisory position without providing any explanation. This causes the evaluation system to lack fairness and transparency, severely damages employee morale, and leaves employees with no job security. Frontline employees do not want to pursue promotions.

II. Chaotic Personnel Systems and Disputes over Assignments

The company 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 away from their usual workplace. Assignments are made directly, 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 assignments are neither legitimate nor reasonable. It seriously affects employees’ willingness to work and their lives, further intensifying dissatisfaction within the company.

III. Departmental Problems and Internal Culture

Some senior employees in certain departments have very poor emotional management. They pass troublesome tasks on to new employees and are unfriendly toward newcomers, increasing their workload and causing them to resign. In addition, the company has a weak atmosphere of internal cooperation. Most managers care only about 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 steadily and leading to serious internal friction within the company.