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.

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.

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.

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.

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.

The four bonuses add up to around 12,000.

Summer bonus and year-end bonus: approximately four months’ pay.

Reducing salary upon transfer violates the Labor Standards Act, but no one reports it.

I. Changes in Management and Internal Conflicts

The company’s general manager and assistant general manager are Japanese employees assigned to Taiwan. They are the company’s highest-level executives and rotate positions approximately once every three to five years. Since 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 interdepartmental conflict and distrust, which further affects cross-departmental cooperation and overall operational efficiency.

The new general manager lacks decision-making ability but is also extremely arbitrary in their approach, often acting according to their own 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 change the score and even remove the employee from their managerial position without 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 pursue promotion.

II. Chaotic Personnel Systems and Disputes over Assignments

The company 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 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. 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 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 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 clear favoritism, causing departmental conflicts to worsen day by day and leading to serious internal friction within the company.

The bonuses from the four installments 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 positions on average every three to five years. Since each manager has a different management style, Taiwanese supervisors must constantly adapt, affecting 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 collaboration and overall operational efficiency.

The new general manager lacks decision-making ability but is also extremely arbitrary in their approach, often acting according to their own opinions. For example, regarding employee performance evaluations, even when an assessment made by a Taiwanese supervisor meets the standards, if a Japanese manager is prejudiced against or dissatisfied with a particular employee, they can unilaterally change the score. They may even remove the employee from their supervisory position without providing any explanation. As a result, the performance evaluation system lacks fairness and transparency, severely damaging employee morale. Positions are not secure, and frontline employees do not want to pursue promotions.

II. Chaotic Personnel Policies and Disputes over Assignments

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 personnel managers about it, they were unable to clearly answer their questions and could only hastily end the briefing amid the dispute, seriously affecting employee rights and interests.

In addition, sales and maintenance personnel are required to accept assignments away from their usual locations. Assignments are made directly, without prior communication or discussion with employees, and the company does not consider employees’ families or personal lives. Besides being extremely disrespectful to employees, the reasons for the assignments lack legitimacy and reasonableness, 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 assign troublesome tasks to newcomers 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 supervisors 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 conflicts to worsen day by day and resulting in serious internal friction within the company.

The four bonuses combined amount to approximately 12,000.

The summer bonus and year-end bonus total 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 assistant general manager are Japanese employees assigned to Taiwan. They are the company’s highest-level executives and are rotated on average once 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, leading to departmental conflict and distrust, 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 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 against or dissatisfaction with a particular employee, they can unilaterally change the score and even remove the employee from their managerial position without any explanation. This makes the evaluation system unfair and nontransparent, severely undermines employee morale, and leaves employees with no job security. As a result, frontline employees do not want to pursue promotion.

II. Chaotic Personnel Policies and Disputes over Assignments

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 controversy, seriously affecting employees’ rights and interests.

In addition, sales and maintenance staff are required to accept assignments outside their usual location. These assignments are made directly without prior communication or discussion with employees, and employees’ families and personal lives are not taken 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 personal 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 assign troublesome tasks to new employees and are unfriendly toward them, increasing new employees’ workloads and causing them to resign. In addition, the company has a weak culture of internal collaboration. Most managers are concerned only with their own interests and are unwilling to cooperate with other departments, making internal coordination difficult.

Japanese management has not actively addressed internal problems and has even shown obvious favoritism, causing departmental conflict to worsen day by day and resulting in severe internal friction.

The four bonuses add up to around 12,000.

The summer bonus and year-end bonus are 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 Divisions

The company’s general manager and deputy general manager are Japanese employees assigned to Taiwan. They are the company’s highest-ranking executives and rotate on average once 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 internal divisions, resulting in departmental conflict and distrust, 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 according to his own opinions. For example, regarding employee performance evaluations, even when the evaluation given by Taiwanese managers meets the standards, if a Japanese manager has a prejudice against or dissatisfaction with a particular employee, the manager can unilaterally change the score and 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 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 the policies, they were 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 personnel are required to accept assignments away from their regular place of work. These assignments are made directly without prior communication or discussion with employees, and the company does not take their families or personal lives into consideration. This is extremely 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 dump troublesome tasks on new hires and are unfriendly toward them, increasing new employees’ 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.

The 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.

The four bonus payments add up to around 12,000.

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

Salary reductions accompanying transfers violate the Labor Standards Act, but no one has reported them.

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-level managers and rotate positions approximately once 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 internal departments operate independently, and some Japanese managers even deliberately create divisions within the company, causing interdepartmental conflict and distrust, which further affects 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 made by a Taiwanese manager meets the standards, if a Japanese manager is prejudiced against or dissatisfied with a particular employee, they can unilaterally change the score and even remove the employee from their supervisory position without providing any explanation. This has caused the evaluation system to lack fairness and transparency, severely damaged employee morale, and created a lack of job security. Frontline employees do not want to pursue promotions.

II. Chaotic Personnel Policies and Disputes over Reassignments

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 employee rights and interests.

In addition, sales and maintenance personnel are required to accept assignments away from their current locations, and these reassignments are made by direct appointment. The company does not communicate or discuss them with employees in advance, nor does it take employees’ families or lifestyles into consideration. This is highly disrespectful to employees, and the reasons for the reassignments are neither legitimate nor reasonable, seriously affecting employees’ willingness to work and their lives, and further intensifying internal dissatisfaction.

III. Departmental Problems and Internal Culture

Some senior employees in certain departments have extremely poor emotional management. They assign troublesome work to new employees and are unfriendly toward them, increasing new employees’ 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 managers have not actively addressed internal problems and have even shown obvious favoritism, causing departmental conflict to worsen day by day and resulting in serious internal friction within the company.

The four bonuses combined amount to approximately 12,000.

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

Salary reductions accompanying transfers 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 managers and rotate on average 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 sow division internally, creating departmental conflict and distrust, further affecting cross-departmental cooperation and overall operational efficiency.

The new general manager lacks decision-making ability but is also extremely arbitrary in his approach, often acting according to his own opinions. For example, regarding employee performance evaluations, even when ratings assigned by Taiwanese managers meet the standards, Japanese managers can unilaterally change the scores if they are biased against or dissatisfied with specific employees. They may even remove an employee from a supervisory position without any explanation. This makes the evaluation system unfair and lacking in transparency, seriously damages employee morale, and creates no job security. As a result, frontline employees do not want to seek promotion.

II. Chaotic 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 HR managers questions, they were unable to provide clear answers and could only hastily conclude the briefing amid the disputes, seriously affecting employees’ rights and interests.

In addition, sales and maintenance personnel must accept assignments away from their current locations, and these transfers are made by direct appointment. Employees are not consulted or involved in discussions beforehand, and their families and personal lives are not taken into consideration. This is highly disrespectful to employees, and the reasons 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 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.

The Japanese management has not actively addressed internal problems and has even shown obvious favoritism, causing departmental conflict to worsen day by day and resulting in severe internal friction.

The four bonuses add up to around 12,000.

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

Salary reductions resulting from transfers 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 assigned to Taiwan and are the company’s highest-level managers. They are rotated approximately once 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 internal departments operate independently, and some Japanese managers even deliberately create divisions internally, causing departmental conflict and mistrust 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 made by a Taiwanese manager meets the standards, if a Japanese manager has a personal bias or dissatisfaction toward a particular employee, they can unilaterally change the rating and even remove the employee from their managerial position without providing any explanation. This results in a lack of fairness and transparency in the evaluation system, severely damages employee morale, and leaves employees with no job security. As a result, frontline employees do not want to pursue promotions.

II. Chaotic Personnel System and Disputes over Assignments

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 the controversy, seriously affecting employee rights and interests.

In addition, sales and maintenance personnel are required to accept assignments away from their usual place of work. 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 control. 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 internal culture of collaboration. Most managers care only about their own interests and are unwilling to cooperate with other departments, making internal coordination 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 severe internal friction within the company.

The four bonuses 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 assigned to Taiwan. They are the company’s highest-ranking managers and are rotated approximately every three to five years. Because each manager has a different management style, Taiwanese supervisors 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 their management style, often acting according to personal opinions. For example, regarding employee performance evaluations, even when an assessment made 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 rating and even remove the employee from a supervisory position without providing any explanation. This makes the evaluation system unfair and lacking in transparency, seriously damaging employee morale. Employees have no job security, and frontline staff do not want to pursue 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 HR managers questions, they were unable to provide clear answers 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 these reassignments are made by direct appointment. Employees are not consulted or asked to discuss the matter beforehand, and their families and personal lives are not taken into consideration. This is highly disrespectful to employees, and 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 control. They assign troublesome tasks to new hires and are unfriendly toward them, increasing new hires’ 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.

Japanese management has not actively addressed internal problems and has even shown obvious favoritism, causing departmental conflicts to worsen day by day and resulting in severe internal friction.

The four bonuses add up to around 12,000.

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

Salary reductions resulting from transfers violate the Labor Standards Act, but no one reports them.

I. Changes in Management and Internal Divisions

The company’s general manager and assistant general manager are Japanese employees assigned to Taiwan. They are the company’s highest-level managers and are rotated approximately once 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, resulting in departmental conflict and distrust, further affecting cross-departmental cooperation and overall operational efficiency.

The new general manager lacks decisiveness but is also extremely arbitrary in his management style and often acts based on his own opinions. For example, regarding employee performance evaluations, even when the evaluations conducted by Taiwanese managers meet the standards, if a Japanese manager is prejudiced against or dissatisfied with a particular employee, he can unilaterally alter the score and 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. Frontline employees do not want to pursue promotions.

II. Chaotic Personnel Systems and Disputes over Assignments

The company 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 end the briefing amid the controversy, seriously affecting employee rights and interests.

In addition, sales and maintenance personnel are required to accept assignments away from their usual workplace. 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. It seriously affects employees’ willingness to work and their lives, further intensifying dissatisfaction within the company.

III. Departmental Problems and Internal Culture

Some senior employees in certain departments have very poor emotional management. They pass troublesome tasks on to new employees and are unfriendly toward newcomers, increasing their workload 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 managers have not actively addressed internal problems and have even shown obvious favoritism, causing departmental conflicts to worsen steadily and leading to serious internal friction within the company.

The four bonuses combined total around 12,000.

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

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

I. Changes in Management and Internal Conflict

The company’s general manager and deputy general manager are Japanese employees assigned to Taiwan. They are the company’s highest-level managers and rotate positions approximately 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 conflict and distrust between departments 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 approach, often acting according to their own opinions. For example, regarding employee performance evaluations, even when an evaluation made by a Taiwanese manager meets the standards, if a Japanese manager is prejudiced against or dissatisfied with a particular employee, they can unilaterally change the score and even remove the employee from their managerial position without providing any explanation. This has caused the evaluation system to lack fairness and transparency, severely undermined employee morale, and created a lack of job security. Entry-level 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 entry-level 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 employee rights and interests.

In addition, sales and maintenance personnel are required to accept assignments away from their usual workplace, and these assignments are made directly without prior communication or discussion with employees. The company does not consider employees’ families or personal lives. Aside from being highly disrespectful to employees, the reasons for these assignments are neither legitimate nor reasonable, seriously affecting employees’ willingness to work and their lives, and further intensifying internal dissatisfaction.

III. Departmental Problems and Internal Culture

Some senior employees in certain departments have extremely poor emotional management. They assign troublesome work to newcomers 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 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 conflicts between departments to worsen. The company suffers from serious internal friction.

The four bonuses combined amount to around 12,000.

Summer and year-end bonuses are approximately four months’ salary.

Salary cuts due to transfers violate the Labor Standards Act, but no one reports them.

I. Changes in Management and Internal Conflicts

The company’s general manager and assistant general manager are Japanese personnel assigned to Taiwan. They are the company’s highest-ranking supervisors and rotate on average 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 internal departments operate independently, and some Japanese managers even deliberately create divisions within the organization, causing interdepartmental conflict and distrust, further affecting cross-departmental cooperation and overall operational efficiency.

The new general manager lacks decision-making ability but is also extremely authoritarian, often acting according to personal opinions. For example, regarding employee performance evaluations, even when an assessment made by a Taiwanese supervisor meets the standards, if a Japanese manager has a bias against or dissatisfaction with a particular employee, they can unilaterally change the score and even remove the employee from a supervisory position without providing any explanation. This results in a lack of fairness and transparency in the evaluation system, severely undermines employee morale, and leaves employees with no job security. As a result, frontline employees do not want to pursue promotions.

II. Chaotic Personnel Policies and Disputes over Transfers

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 the controversy, seriously affecting employee rights and interests.

In addition, sales and maintenance personnel are required to accept assignments away from their usual work location. Such transfers are made by direct appointment, 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 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 management. 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 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 clear favoritism, causing interdepartmental conflict to worsen day by day and resulting in severe internal friction within the company.

The four bonuses combined amount to around 12,000.

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

Salary reductions resulting from transfers violate the Labor Standards Act, but no one has reported them.

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-ranking executives and are rotated approximately once every 3–5 years. Since 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, which further affects 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 made by a Taiwanese manager meets the standards, if a Japanese manager has a bias against or dissatisfaction with a particular employee, they can unilaterally change the rating and even remove the employee from a supervisory position without any explanation. This has caused the evaluation system to lack fairness and transparency, seriously damaged employee morale, and created a lack of job security. As a result, frontline employees do not want to pursue promotions.

II. Confusing 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 the controversy, seriously affecting employee rights and interests.

In addition, sales and maintenance personnel are required to accept assignments away from their current locations, and such reassignments are made by direct appointment. Employees are not consulted or engaged in discussions beforehand, nor are their families or personal lives taken into consideration. This is highly disrespectful to employees, and 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 assign troublesome tasks 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 collaboration. Most managers are concerned only with their own interests and are unwilling to cooperate with other departments, making internal coordination difficult.

The Japanese management has not actively addressed internal problems and has even shown obvious favoritism, causing departmental conflict to worsen day by day and resulting in severe internal friction within the company.

The four bonuses combined amount to around 12,000.

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

A salary reduction due to a transfer violates the Labor Standards Act, but no one reported it.

I. Management Turnover 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 executives and rotate positions approximately once 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, resulting in departmental conflict and distrust, 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 according to his own opinions. For example, regarding employee performance evaluations, even when an assessment made by Taiwanese managers meets the standards, if a Japanese manager has a personal bias against or dissatisfaction with a particular employee, the manager can unilaterally change the rating and even remove the employee from a managerial position without providing any explanation. This has caused the evaluation system to lack fairness and transparency, severely damaged employee morale, and left employees with no job security. As a result, frontline employees do not want to pursue promotions.

II. Chaotic 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 personnel managers about the policies, they were 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 personnel are required to accept assignments away from their current locations. Such transfers are made through direct orders, 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 transfers are neither legitimate nor reasonable, seriously affecting employees’ willingness to work and their lives, and further intensifying dissatisfaction within the company.

III. Departmental Issues and Internal Culture

Some senior employees in certain departments have extremely poor emotional control. They pass troublesome work 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 are concerned only with 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 leading to severe internal friction within the company.

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 has reported it.

I. Management Turnover 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 positions every three to five years on average. Since each manager has a different management style, Taiwanese managers must constantly adapt, which affects organizational stability. In addition, departments within the company operate independently. Some Japanese managers even deliberately create divisions internally, causing departmental conflict and distrust, 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 according to his own opinions. For example, regarding employee performance evaluations, even when the evaluations made by Taiwanese managers meet the required standards, Japanese managers can unilaterally alter the scores if they hold prejudice or dissatisfaction toward particular employees, and may even remove those employees from their supervisory positions without any explanation. This makes the evaluation system unfair and lacking in 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 System 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 end the briefing amid the controversy, seriously affecting employee rights and interests.

In addition, sales and maintenance personnel are required to accept assignments outside their current locations. Reassignments are made by direct appointment, 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 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 newcomers, increasing their 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.

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

The four bonuses add up to around 12,000.

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

Salary reductions upon 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 expatriates stationed in Taiwan and are the highest-ranking executives in the company. They are rotated approximately once 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 internal departments operate independently, and some Japanese managers even deliberately create divisions within the organization, resulting in departmental conflict and distrust, 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 based 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 is prejudiced against or dissatisfied with a particular employee, they can unilaterally alter the rating and even remove the employee from their managerial position without 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, front-line employees do not want to pursue promotions.

II. Confusing Personnel Policies and Disputes over Transfers

The company revised its personnel system twice within three years, raising the promotion requirements for entry-level 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 the controversy, seriously affecting employee rights and interests.

In addition, sales and maintenance personnel are required to accept external assignments, and transfers are made by direct assignment. Employees are not consulted or involved in discussions beforehand, and their families 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 internal dissatisfaction.

III. Departmental Problems and Internal Culture

Some senior employees in certain departments have extremely poor emotional control. They delegate troublesome tasks to newcomers 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 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 clear favoritism, causing departmental conflict to worsen day by day and resulting in serious internal friction within the company.

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

The summer and year-end bonuses are approximately four months’ salary.

Reducing pay upon reassignment 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 dispatched to Taiwan. They are the company’s highest-level managers and are replaced approximately once every three to five years. Since 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 internally, resulting in interdepartmental conflict and distrust, which further affects cross-departmental cooperation and overall operational efficiency.

The new general manager lacks decision-making ability but is also extremely arbitrary in their approach, often acting according to their own opinions. For example, regarding employee performance evaluations, even when the ratings assessed by Taiwanese managers meet the standards, Japanese managers can unilaterally alter the scores if they have a bias or dissatisfaction toward a particular employee, and may even remove that 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 pursue promotions.

II. Chaotic Personnel Policies and Disputes over Reassignments

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

In addition, sales and maintenance personnel are required to accept assignments away from their current locations. Reassignments are made by direct order, without prior communication or discussion with employees, and without considering their families or lifestyles. This is highly disrespectful to employees, and 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 hires and are unfriendly toward them, increasing new employees’ 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 team has not actively addressed internal problems and has even shown obvious favoritism, causing departmental conflicts to worsen day by day and resulting in serious internal friction.

The four bonuses add up to around 12,000.

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

Salary reductions resulting from transfers violate the Labor Standards Act, but no one has reported them.

I. Management Turnover 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 are rotated approximately once every three to five years. Since 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 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 and often acts according to personal opinions. For example, regarding employee performance evaluations, even when an evaluation made by a Taiwanese manager meets the standards, if a Japanese manager has a prejudice against or dissatisfaction with a particular employee, they can unilaterally alter the score and even remove the employee from their managerial position without providing any explanation. This has made the evaluation system lack fairness and transparency, seriously damaged employee morale, and left employees without job security. 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 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 usual workplace. Reassignments are made by direct appointment, 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 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 assign troublesome tasks to new hires and are unfriendly toward them, increasing new employees’ 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 clear favoritism, causing departmental conflict to worsen steadily and resulting in serious internal friction.

The four bonuses combined amount to around 12,000.

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

Salary reductions due to transfers violate the Labor Standards Act, but no one has reported them.

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 are rotated approximately once every three to five years. Because each manager has a different management style, Taiwanese managers must constantly adapt, affecting organizational stability. In addition, departments within the company operate independently. Some Japanese managers even deliberately create divisions internally, causing departmental conflict and distrust, which further affects cross-departmental cooperation and overall operational efficiency.

The new general manager lacks decisiveness but is also extremely authoritarian. They often act according to their own opinions. For example, regarding employee performance evaluations, even when evaluations made by Taiwanese managers meet the standards, Japanese managers can unilaterally change the ratings if they have a personal bias against or dissatisfaction with a particular employee. They may even remove the employee from a managerial 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 pursue promotions.

II. Confusing Personnel Policies and Disputes over Transfers

The company has revised its personnel policies twice within three years, raising the requirements for frontline employees’ promotion. The policies were designed by an external vendor and then explained to employees. When employees asked the company’s human resources managers about them, they were unable to clearly answer their questions and could only hastily end the briefing amid controversy, seriously affecting employee rights and interests.

In addition, sales and maintenance staff are required to accept assignments away from their regular workplaces. Transfers are made by direct assignment, 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 transfers are neither legitimate nor reasonable. It seriously affects employees’ willingness to work and their lives, further intensifying dissatisfaction within the company.

III. Departmental Problems and Internal Culture

Some senior employees in certain departments have extremely poor emotional management. They assign troublesome tasks 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.

Japanese management has not actively addressed internal problems and has even shown obvious favoritism, causing departmental conflict to worsen. Internal friction within the company is severe.

The four bonus payments total approximately 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 assistant general manager are Japanese expatriates stationed in Taiwan and are the company’s highest-level executives, rotating on average every three to five years. Because each manager has a different management style, Taiwanese supervisors must constantly adapt, affecting organizational stability. In addition, the company’s departments operate independently, and some Japanese managers even deliberately create divisions internally, causing interdepartmental conflict and distrust, which further affects cross-departmental cooperation and overall operational efficiency.

The new general manager lacks decisiveness but is also extremely arbitrary in their approach, often acting according to their own opinions. For example, in employee performance evaluations, even when the assessment made by Taiwanese supervisors meets the standards, if a Japanese manager has a prejudice against or dissatisfaction with a particular employee, they can unilaterally change the score and even remove the employee from their supervisory position without any explanation. This has caused the evaluation system to lack fairness and transparency, severely damaged employee morale, and created a lack of job security. As a result, frontline employees do not want to pursue promotion.

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 the policies, they were 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 personnel are required to accept out-of-town assignments, which are made by direct appointment. Employees are not consulted or involved in discussions beforehand, and their families and personal lives are not taken 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 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 supervisors are concerned only with 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 clear favoritism, causing interdepartmental conflict to worsen over time and resulting in severe internal friction.

The four bonuses 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 has reported them.

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 are rotated approximately once every three to five years. Since 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 interdepartmental conflict and distrust, 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 assessment made by a Taiwanese manager meets the standards, if a Japanese manager is prejudiced against or dissatisfied with a particular employee, they can unilaterally change the score and 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 creates a lack of job security. As a result, frontline employees do not want to pursue promotions.

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 HR managers about the policies, they were unable to clearly answer their questions and could only hastily end the briefing amid controversy, seriously affecting employee rights and interests.

In addition, sales and maintenance personnel are required to accept assignments outside their current locations, and such reassignments are made through direct orders. Employees are not consulted or engaged in discussions beforehand, and their families and living circumstances are not taken into consideration. This is highly disrespectful to employees, and the reasons for the reassignments are neither legitimate nor reasonable, seriously affecting employees’ willingness to work and their lives, and further intensifying internal dissatisfaction within the company.

III. Departmental Problems and Internal Culture

Some senior employees in certain departments have extremely poor emotional management. They assign troublesome tasks to new employees and are unfriendly toward newcomers, increasing new employees’ 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 conflict to worsen day by day and resulting in serious internal friction within the company.

The four bonus payments add up to around 12,000.

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

Salary reductions accompanying transfers violate the Labor Standards Act, but no one reports them.

I. Changes in Management and Internal Conflicts

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 positions approximately once 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 internal departments operate independently, and some Japanese managers even deliberately create divisions within the organization, resulting in departmental conflicts and distrust. This further affects cross-departmental collaboration and overall operational efficiency.

The new general manager lacks decision-making ability but is also extremely arbitrary in their approach, often acting according to personal opinions. For example, regarding employee performance evaluations, even when an assessment made by a Taiwanese manager meets the standards, if a Japanese manager is prejudiced against or dissatisfied with a particular employee, they can unilaterally change the rating and even remove the employee from a supervisory position without any explanation. This causes the evaluation system to lack fairness and transparency, seriously undermines employee morale, and leaves employees without job security. As a result, frontline employees do not want to seek promotion.

II. Chaotic Personnel System and Disputes over Transfers

The company 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 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 regular work locations. These assignments are made directly without prior communication or discussion with employees, and 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 dump troublesome work on new employees 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.

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

The four bonuses 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 assigned to Taiwan. They are the company’s highest-level managers and rotate positions approximately once every 3–5 years. 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 internally, causing interdepartmental conflict and distrust, further affecting cross-departmental cooperation and overall operational efficiency.

The new general manager lacks decision-making ability but is also extremely arbitrary in their conduct, often acting according to their own opinions. For example, regarding employee performance evaluations, even when an assessment made by Taiwanese managers meets the standards, if a Japanese manager is prejudiced against or dissatisfied with a particular employee, they can unilaterally alter the rating or even remove the employee from a managerial position without any explanation. This results in a lack of fairness and transparency in the evaluation system, seriously undermines employee morale, and leaves employees with no job security. As a result, frontline employees do not want to pursue promotion.

II. Chaotic Personnel Policies and Disputes over Reassignments

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 controversy, seriously affecting employee rights and interests.

In addition, sales and maintenance personnel are required to accept assignments away from their current locations, and these reassignments are made by direct appointment. Employees are not consulted or involved in discussions beforehand, and their families and personal lives are not taken into consideration. This is highly disrespectful to employees, while the reasons for the reassignments are also neither legitimate nor reasonable. It seriously affects employees’ willingness to work and their lives, further intensifying dissatisfaction within the company.

III. Departmental Problems and Internal Culture

Some senior employees in certain departments have extremely poor emotional management. They assign troublesome work 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 are concerned only with 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 over time and resulting in severe internal friction within the company.

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 has reported it.

I. Changes in Management and Internal Conflict

The company’s general manager and deputy general manager are Japanese employees dispatched to Taiwan. They are the company’s highest-ranking managers and rotate positions approximately every three to five years. Since 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 internal divisions, resulting in departmental conflict and distrust, further affecting cross-departmental cooperation and overall operational efficiency.

The new general manager lacks decision-making ability but is also extremely authoritarian. They often act according to their own opinions. For example, regarding employee performance evaluations, even when an evaluation made by a Taiwanese manager meets the standards, if a Japanese manager is prejudiced against or dissatisfied with a particular employee, they can unilaterally change the score and even remove the employee from their managerial position without 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 pursue promotions.

II. Disorganized Personnel System and Disputes over Reassignments

The company 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 manager about it, 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 current location. These assignments are made directly, without prior communication or discussion with employees, and the employees’ families and personal lives are not taken 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 internal dissatisfaction.

III. Departmental Problems and Internal Culture

Some senior employees in certain departments have extremely poor emotional management. They dump troublesome work on newcomers 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 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 departmental conflict to worsen day by day and resulting in serious internal friction within the company.

The four bonuses combined total 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 assistant general manager are Japanese personnel assigned to Taiwan. They are the company’s highest-level managers and rotate positions approximately once 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 internal departments operate independently, and some Japanese managers even intentionally create divisions within the organization, resulting in departmental conflict and mistrust 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 based 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 is prejudiced against or dissatisfied with a particular employee, they can unilaterally change the rating and even remove the employee from their supervisory position without providing any explanation. This makes the evaluation system unfair and lacking in 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 Reassignments

The company 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 questions, they were unable to provide clear answers and could only hastily end the briefing amid the controversy, seriously affecting employee rights and interests.

In addition, sales and maintenance personnel are required to accept assignments away from their current locations. These assignments are made directly without prior communication or discussion with employees, and the company does not take employees’ families or living circumstances into consideration. This is highly disrespectful to employees, and 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 assign troublesome tasks to newcomers 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 clear favoritism, causing departmental conflicts to worsen day by day and creating serious internal friction within the company.

The four bonuses combined total around 12,000.

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

Salary reductions upon reassignment 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 assigned to Taiwan. They are the company’s highest-level managers and rotate positions every three to five years on average. 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 within the organization, causing interdepartmental conflict and mistrust. This further affects cross-departmental cooperation and overall operational efficiency.

The new general manager lacks decisiveness but is also extremely arbitrary in his approach, often acting according to his own opinions. For example, regarding employee performance evaluations, even when an assessment made by a Taiwanese supervisor meets the standards, if a Japanese manager is prejudiced against or dissatisfied with a particular employee, the manager can unilaterally change the score and even remove the employee from a supervisory position without 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 pursue promotions.

II. Chaotic Personnel System and Disputes over Reassignments

The company 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 end the briefing amid the controversy, seriously affecting employee rights and interests.

In addition, sales and maintenance personnel are required to accept assignments outside their usual locations. Reassignments are made through direct orders, 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 reassignments are neither legitimate nor reasonable. It seriously affects employees’ willingness to work and their lives, further intensifying dissatisfaction within the company.

III. Departmental Problems and Internal Culture

Some senior employees in certain departments have extremely poor emotional control. They assign troublesome tasks 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 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 departmental conflicts to worsen steadily and resulting in serious internal friction.

The four bonuses add up to around 12,000.

Summer and year-end bonuses are 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 assistant general manager are Japanese employees dispatched to Taiwan. They are the company's highest-ranking managers and rotate positions once 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 internally, resulting in departmental conflict and distrust, which further affects cross-departmental collaboration and overall operational efficiency.

The new general manager lacks decision-making ability but is also extremely arbitrary in their conduct, often acting according to their own opinions. For example, regarding employee performance evaluations, even when the evaluation given by Taiwanese managers meets the standards, if Japanese managers have a prejudice against or are dissatisfied with a particular employee, they can unilaterally change the score and even remove the employee from their managerial position without providing any explanation. This makes the evaluation system unfair and lacking in transparency, seriously damages employee morale, and creates a lack of job security. Frontline employees do not want to pursue promotions.

II. Chaotic 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 personnel managers about them, they were unable to clearly answer their questions and could only hastily end the briefing amid controversy, seriously affecting employee rights and interests.

In addition, sales and maintenance personnel are required to accept external assignments, which are made through direct appointment. Employees are not consulted or involved in discussions beforehand, and their families and personal lives are not taken 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 tasks on to new employees and are unfriendly toward them, increasing new employees' workloads and causing them to resign. In addition, the company's internal atmosphere of cooperation is weak. 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 conflicts to worsen day by day and leading to serious internal friction within the company.

The four bonuses add up to around 12,000.

Summer bonus and year-end bonus: approximately four months’ salary.

Reducing pay upon transfer violates the Labor Standards Act, but no one has reported it.

I. Changes in Management and Internal Conflict

The company’s general manager and deputy general manager are Japanese expatriates assigned to Taiwan. They are the company’s highest-ranking managers and rotate positions approximately every 3–5 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 intentionally create divisions internally, resulting in departmental conflict and distrust, which further affects 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 solely according to their own opinions. For example, regarding employee performance evaluations, even when an evaluation given by a Taiwanese manager meets the required standards, if a Japanese manager is prejudiced against or dissatisfied with a particular employee, they can unilaterally change the rating and even remove the employee from their managerial position without providing any explanation. This causes the evaluation system to lack fairness and transparency, seriously undermines employee morale, and leaves employees with no job security. Frontline employees do not want to seek promotion.

II. Confusing Personnel Policies and Transfer Disputes

The company revised its personnel policies twice within three years, raising the requirements for frontline employees’ promotion. The policies were designed by an external vendor and then explained to employees. When employees asked the company’s HR manager for clarification, they were unable to clearly answer their questions and could only hastily end the briefing amid the dispute, seriously affecting employee rights and interests.

In addition, sales and maintenance personnel are required to accept assignments away from their usual workplace. Transfers are made by direct assignment, 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 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 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 managers have not actively addressed internal problems and have even shown obvious favoritism, causing departmental conflict to worsen day by day. The company suffers from serious internal friction.

The working hours are normal, and the breaks in between are fairly long, with one in the morning and one in the afternoon. The year-end bonus is paid twice.

The company is extremely unfriendly to newcomers. Although I had worked there for less than a year, my year-end bonus was not paid proportionally. The first payment was only 5,000, and they even deducted a welfare fee for benefits that I could not use. You have to fight for everything yourself. They claim to follow a system, but the standards are all self-defined. The old-timers just throw their weight around. They always say that safety comes first, but you cannot see where the safety is. The entire company is held hostage by downstream companies and has no sense of being an agent at all; it can only be described as a large distributor.