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 are approximately four months’ salary.

Salary reductions due to transfers violate the Labor Standards Act, but no one reports them.

I. Changes in Management and Internal Divisions

The company’s general manager and deputy general manager are Japanese employees assigned to Taiwan. They are the company’s highest-ranking executives and rotate on average 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 internal divisions, resulting in 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 management style, often acting according to his own opinions. For example, regarding employee performance evaluations, even when the evaluation given by Taiwanese managers meets the standards, if a Japanese manager has a prejudice against or dissatisfaction with a particular employee, the manager can unilaterally change 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. As a result, frontline employees do not want to pursue promotions.

II. Confusing Personnel Policies and Disputes over Transfers

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 the policies, 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 regular place of work. These assignments are made directly without prior communication or discussion with employees, and the company does not take their families or personal lives into consideration. This is extremely 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 management. They dump troublesome tasks on new hires and are unfriendly toward them, increasing new employees’ workloads 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.

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