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.

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 associate general manager are Japanese employees assigned to Taiwan. They are the company’s highest-ranking executives and rotate on average 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, 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, often acting based on his own opinions. For example, in employee performance evaluations, even if an assessment made by Taiwanese managers meets the standards, a Japanese manager can unilaterally change the score if they are prejudiced against or dissatisfied with a particular employee. They may even remove the employee from a managerial position without any explanation. This causes the evaluation system to lack fairness and transparency, seriously damages employee morale, and leaves employees with no job security. As a result, frontline employees do not want to pursue promotions.

II. Confusing Personnel Policies and Disputes over Transfers

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 disputes, seriously affecting employee rights and interests.

In addition, sales and maintenance personnel are required to accept assignments away from their usual locations, and these assignments are made directly without prior communication or discussion with employees. The company does not consider employees’ 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 work on 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 management has not actively addressed internal problems and has even shown obvious favoritism, causing departmental conflict to worsen day by day and leading to serious internal friction within the company.