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 reassignment violates the Labor Standards Act, but no one reported it.

I. Changes in Management and Internal Conflict

The company’s general manager and associate general manager are Japanese personnel stationed in Taiwan on assignment. They are the company’s highest-level executives and rotate every three to five years on average. Because each manager has a different management style, Taiwanese managers must constantly adapt, affecting organizational stability. In addition, the company’s internal departments operate independently, and some Japanese managers even deliberately create divisions within the organization, resulting in departmental conflict and mistrust, further affecting cross-departmental collaboration and overall operational efficiency.

The new general manager lacks decisiveness but is also extremely arbitrary in their management style, often acting solely on 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 or dissatisfaction toward a particular employee, they can unilaterally alter the score and even remove the employee from their supervisory position without any explanation. This results in a lack of fairness and transparency in the evaluation system, severely damages employee morale, and leaves employees without job security. As a result, frontline employees do not want to pursue promotions.

II. Chaotic Personnel Systems and Disputes over Reassignments

The company revised its personnel system twice within three years, raising the requirements for frontline employees to be promoted. The system was designed by an external vendor and then explained to employees. When employees asked the company’s HR manager about it, they were unable to clearly answer their questions and could only hastily conclude the briefing amid the disputes, seriously affecting employees’ rights and interests.

In addition, sales and maintenance personnel are required to accept assignments away from their usual location. Reassignments are made by direct appointment, without prior communication or discussion with employees, and without considering their families or personal lives. Aside from being highly disrespectful to employees, the reasons for the reassignments 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 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.

Japanese management has not actively addressed internal problems and has even shown obvious favoritism, causing departmental conflicts to worsen over time and resulting in serious internal friction within the company.