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

The bonuses from the four installments add up to around 12,000.

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

Reducing pay upon transfer violates the Labor Standards Act, but no one reports it.

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 managers and rotate positions on average every three to five years. Since each manager has a different management style, Taiwanese supervisors 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 distrust and further affecting cross-departmental collaboration and overall operational efficiency.

The new general manager lacks decision-making ability but is also extremely arbitrary in their approach, often acting according to their own opinions. For example, regarding employee performance evaluations, even when an assessment made by a Taiwanese supervisor meets the standards, if a Japanese manager is prejudiced against or dissatisfied with a particular employee, they can unilaterally change the score. They may even remove the employee from their supervisory position without providing any explanation. As a result, the performance evaluation system lacks fairness and transparency, severely damaging employee morale. Positions are not secure, and frontline employees do not want to pursue promotions.

II. Chaotic Personnel Policies 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 personnel managers about it, they were unable to clearly answer their questions and could only hastily end the briefing amid the dispute, seriously affecting employee rights and interests.

In addition, sales and maintenance personnel are required to accept assignments away from their usual locations. Assignments are made directly, without prior communication or discussion with employees, and the company does not consider employees’ families or personal lives. Besides being extremely disrespectful to employees, the reasons for the assignments lack legitimacy and reasonableness, 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 assign troublesome tasks to newcomers and are unfriendly toward them, increasing newcomers’ workloads and causing them to resign. In addition, the company has a weak culture of internal cooperation. Most supervisors 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 conflicts to worsen day by day and resulting in serious internal friction within the company.