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

The four bonus payments add up to around 12,000.

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

Salary reductions accompanying transfers violate the Labor Standards Act, but no one has reported them.

I. Changes in Management and Internal Conflict

The company’s general manager and deputy general manager are Japanese employees assigned to work in Taiwan. They are the company’s highest-level managers and rotate positions 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 within the company, causing interdepartmental conflict and distrust, which further affects 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 is prejudiced against or dissatisfied with a particular employee, they can unilaterally change the score and even remove the employee from their supervisory position without providing any explanation. This has caused the evaluation system to lack fairness and transparency, severely damaged employee morale, and created a lack of job security. Frontline employees do not want to pursue promotions.

II. Chaotic Personnel Policies and Disputes over Reassignments

The company has 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 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 current locations, and these reassignments are made by direct appointment. The company does not communicate or discuss them with employees in advance, nor does it take employees’ families or lifestyles 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 internal dissatisfaction.

III. Departmental Problems and Internal Culture

Some senior employees in certain departments have extremely poor emotional management. They assign troublesome work to new employees and are unfriendly toward them, increasing new employees’ workloads and causing them to resign. In addition, the company has a weak culture of internal cooperation. Most managers care only about their own interests and are unwilling to cooperate with other departments, making internal collaboration difficult.

The Japanese managers have not actively addressed internal problems and have even shown obvious favoritism, causing departmental conflict to worsen day by day and resulting in serious internal friction within the company.