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

The four bonuses add up to approximately 12,000.

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

You can receive them if you have worked for more than one year.

If you have not worked for one year, the fixed amount is 5,000.

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 deputy general manager are Japanese employees assigned to work in Taiwan. They are the company’s highest-ranking managers and are replaced approximately once every three to five years. Since each manager has a different management style, Taiwanese supervisors must constantly adapt, which affects organizational stability. In addition, the company’s departments operate independently, and some Japanese managers even deliberately sow division internally, causing interdepartmental 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 their management style, often acting according to their own opinions. For example, regarding employee performance evaluations, even when an evaluation given by a Taiwanese supervisor meets the standards, if a Japanese manager is prejudiced against or dissatisfied with a particular employee, they can unilaterally alter the score, or even remove the employee from a supervisory position, without providing 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 seek promotion.

II. Confusing Personnel Policies and Disputes over Reassignments

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 personnel manager about them, the manager was unable to clearly answer their questions and could only hastily end the briefing amid the controversy, seriously affecting employee rights and interests.

In addition, sales and maintenance staff must accept assignments away from their usual workplace. 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 daily 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 culture of internal cooperation. Most managers care only about 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 departmental conflict to worsen and creating severe internal friction within the company.