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 following a transfer violate the Labor Standards Act, but no one reports 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 managers and are rotated approximately every three to five years. Because each manager has a different management style, Taiwanese supervisors 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 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 management style, 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 is prejudiced against or dissatisfied with a particular employee, they can unilaterally alter the rating and even remove the employee from a supervisory position without providing any explanation. This makes the evaluation system unfair and lacking in transparency, seriously damaging employee morale. Employees have no job security, and frontline staff do not want to pursue promotion.

II. Confusing Personnel Policies and Disputes over Reassignments

The company 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 HR managers questions, they were unable to provide clear answers and could only hastily end the briefing amid the controversy, seriously affecting employees’ rights and interests.

In addition, sales and maintenance personnel are required to accept assignments away from their current location, and these reassignments are made by direct appointment. Employees are not consulted or asked to discuss the matter beforehand, and their families and personal lives are not 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 control. They assign troublesome tasks to new hires and are unfriendly toward them, increasing new hires’ workloads and causing them to resign. In addition, the atmosphere of internal cooperation is weak. Most managers are concerned only with their own interests and are unwilling to cooperate with other departments, making internal collaboration difficult.

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