We have found out that the company discriminates directly or indirectly against its employees. Various cases of gender discrimination have been witnessed in the recent past where female workers are not given equal opportunities as their male counterparts on issues regarding assignments of duties and promotions. Women are mostly locked out even when they have similar qualifications as the men, and with more experience. The company has also created a work environment that demoralizes the workers. There is heavy workload but the remuneration offered is discouraging. Also, the company does not motivate its employees. Workers are sometimes forced to work overtime which is never paid.
For the company to improve its performance, various issues must be addressed. Cases of gender discrimination, or any other discrimination based on whatever ground, must be stopped. The employees must be considered as equal, without preference given to a few. The company must also encourage the use incentives or other strategies that can motivate the employees. The salary should be in accordance with the nature and type of work, and the workload. Overtime deserves to be paid as well.
If all these factors are considered, the efficiency of the workers shall be greatly improved and the Wal-Mart shall surely benefit.
Reference
Andy Miller, (2004). "Wal-Mart Stands Out On Rolls of Peach Care," Atlanta Journal-Constitution, February 27, 2004.
www.walmartmovie.com/facts.php
Anthony Bianco and Wendy Zellner, (2003). "Is Wal-Mart Too Powerful?" Business Week, October 6, 2003.
www.freerepublic.com/focus/news/990922/posts
Arindrajit Dube, (2005). Impact of Wal-Mart Growth on Earnings throughout the Retail Sector in Urban and Rural Counties. UC Berkeley Labor Center, USA.
www.skyvalleychronicle.com/MONROE/WALMART
Ken Jacobs and Arindrajit Dube, (2004). Hidden Costs of Wal-Mart Jobs. UC Berkeley Labor Center, USA.
http://www.laborcenter.berkeley.edu/retail/walmart.pdf
Michael Hicks, (2005). “Does Wal-Mart Cause an Increase in Anti-Poverty Program Expenditures?” Business Week, October 26, 2005.
www.businessweek.com/pdfs/2005/michael_hicks.pdf
