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 due to 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. They are the company’s highest-level executives and are rotated 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 divisions internally, leading to 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 their management style, often acting according to personal opinions. For example, regarding employee performance evaluations, even when an assessment made by a Taiwanese manager meets the standards, if a Japanese manager has a bias against or dissatisfaction with a particular employee, they can unilaterally change the score and even remove the employee from their managerial position without any explanation. This makes the evaluation system unfair and nontransparent, severely undermines employee morale, and leaves employees with no job security. As a result, frontline employees do not want to pursue promotion.

II. Chaotic Personnel Policies and Disputes over Assignments

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 about them, they were unable to clearly answer their questions and could only hastily end the briefing amid the controversy, seriously affecting employees’ rights and interests.

In addition, sales and maintenance staff are required to accept assignments outside their usual location. These assignments are made directly without prior communication or discussion with employees, and employees’ families and personal lives are not taken 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 personal 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 assign troublesome tasks 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 collaboration. Most managers are concerned only with 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 resulting in severe internal friction.