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 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 on average once every three to five years. Because each manager has a different management style, Taiwanese supervisors must constantly adapt, which affects 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 cooperation and overall operational efficiency.

The new general manager lacks decision-making ability but is also extremely arbitrary in his management style and often acts according to his own opinions. For example, in employee performance evaluations, even when the assessments made by Taiwanese supervisors meet the standards, Japanese managers can unilaterally change the scores if they are biased against or dissatisfied with a particular employee. They may even remove the employee from a supervisory position without providing any explanation. This causes the evaluation system to lack fairness and transparency, seriously damages employee morale, and creates a lack of job security. As a result, frontline employees do not want to seek promotion.

II. Chaotic Personnel Policies and Disputes Over Reassignments

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

In addition, sales and maintenance personnel are required to accept assignments away from their current location. These assignments are made directly without prior communication or discussion with employees, and the company does not take employees’ families or lifestyles 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 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 work to newcomers and are unfriendly toward them, increasing newcomers’ workloads and causing them to resign. In addition, the atmosphere of internal cooperation is weak. Most managers care only about their own interests and are unwilling to cooperate with other departments, making internal collaboration difficult.

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.