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

The four bonuses combined amount to approximately 12,000.

The summer bonus and year-end bonus total approximately four months’ salary.

Salary reductions accompanying 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 dispatched to Taiwan. They are the company’s highest-ranking managers and rotate on average every three to five years. Because each manager has a different management style, Taiwanese managers must constantly adapt, which affects organizational stability. In addition, the company’s departments operate independently, and some Japanese managers even deliberately sow division internally, creating departmental conflict and distrust, further affecting cross-departmental cooperation and overall operational efficiency.

The new general manager lacks decision-making ability but is also extremely arbitrary in his approach, often acting according to his own opinions. For example, regarding employee performance evaluations, even when ratings assigned by Taiwanese managers meet the standards, Japanese managers can unilaterally change the scores if they are biased against or dissatisfied with specific employees. They may even remove an employee from a supervisory position without any explanation. This makes the evaluation system unfair and lacking in transparency, seriously damages employee morale, and creates no job security. As a result, frontline employees do not want to seek promotion.

II. Chaotic 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 conclude the briefing amid the disputes, seriously affecting employees’ rights and interests.

In addition, sales and maintenance personnel must accept assignments away from their current locations, and these transfers are made by direct appointment. Employees are not consulted or involved in discussions beforehand, and their families and personal lives are not taken into consideration. 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 control. They pass troublesome work 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 obvious favoritism, causing departmental conflict to worsen day by day and resulting in severe internal friction.