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.

Summer bonus and year-end bonus: approximately four months’ pay.

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

I. Changes in Management and Internal Conflicts

The company’s general manager and assistant general manager are Japanese employees assigned to Taiwan. They are the company’s highest-level executives and rotate positions approximately once every three to five years. Since 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, 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 approach, often acting according to their own 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 or dissatisfaction toward a particular employee, they can unilaterally change the score and even remove the employee from their managerial position without 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 promotion.

II. Chaotic Personnel Systems and Disputes over Assignments

The company 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 HR managers about it, they were unable to clearly answer their questions and could only hastily end the briefing amid the disputes, seriously affecting employee rights and interests.

In addition, sales and maintenance personnel are required to accept assignments away from their usual locations. These assignments are made directly, without prior communication or discussion with employees, and without considering their families or personal lives. 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 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 pass troublesome tasks on to new employees and are unfriendly toward them, increasing newcomers’ workloads and causing them to resign. In addition, the atmosphere of internal cooperation is weak. Most managers are concerned only with 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 clear favoritism, causing departmental conflicts to worsen day by day and leading to serious internal friction within the company.