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

The bonuses for the four quarters add up to around 12,000.

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

Salary reductions following a transfer violate the Labor Standards Act, but no one reports them.

I. Changes in Management and Internal Conflict

The company’s general manager and assistant general manager are Japanese employees dispatched to Taiwan. They are the company’s highest-ranking executives and are rotated approximately every three to five years. Because each manager has a different management style, Taiwanese managers must constantly adapt, which affects organizational stability. In addition, the company’s departments operate independently, and some Japanese managers even deliberately create divisions within the organization, causing interdepartmental conflict and distrust and further affecting cross-departmental cooperation and overall operational efficiency.

The new general manager lacks decisiveness but is also extremely autocratic, often acting based on personal opinions. For example, regarding employee performance evaluations, even when an evaluation made by a Taiwanese manager meets the standards, a Japanese manager can unilaterally alter the score if they are prejudiced against or dissatisfied with a particular employee, and may even remove that employee from a managerial position without providing any explanation. This causes the evaluation system to lack fairness and transparency, severely damages employee morale, and creates a lack of job security. As a result, frontline employees do not want to pursue promotions.

II. Confusing Personnel Policies and Disputes Over Transfers

The company has 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 controversy, seriously affecting employees’ rights and interests.

In addition, sales and maintenance personnel are required to accept assignments away from their current location, and transfers are made by direct appointment. Employees are not consulted or involved in discussions beforehand, and their family circumstances and personal lives are not taken into consideration. This is highly disrespectful to employees, and the reasons given for the transfers 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 control. They pass troublesome tasks 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 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 obvious favoritism, causing interdepartmental conflict to worsen day by day and resulting in severe internal friction.