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 and year-end bonuses 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 Conflict

The company’s general manager and assistant general manager are Japanese employees assigned to Taiwan and are the company’s highest-level managers. They 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 internal departments operate independently, and some Japanese managers even deliberately create divisions internally, causing departmental conflict and mistrust 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 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 personal bias or dissatisfaction toward a particular employee, they can unilaterally change the rating and even remove the employee from their managerial position without providing any explanation. This results in a lack of fairness and transparency in the evaluation system, severely damages employee morale, and leaves employees with no job security. As a result, frontline employees do not want to pursue promotions.

II. Chaotic Personnel System and Disputes over Assignments

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 place of work. These assignments are made directly without prior communication or discussion with employees, and the company does not take employees’ families or lifestyles into consideration. This is highly disrespectful to employees, and the reasons for the assignments 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 pass troublesome tasks on to new employees and are unfriendly toward them, increasing newcomers’ workloads and causing them to resign. In addition, the company has a weak internal culture of collaboration. Most managers care only about their own interests and are unwilling to cooperate with other departments, making internal coordination difficult.

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