Case Analysis - Walmart Staffing
Case Analysis: Staffing Wal-Mart Stores
Wal-Mart has been ranked in the Fortune’s list of the top 100 companies to work for in the United States (Mark, 2003). Wal-Mart had increased their workforce from 1996 to 2001 by almost 50 percent, of which the percentage of women decreased from 67 percent to 64 percent during this time. Wal- Mart had used a hierarchical human resources (HR) structure that consisted of several levels of management, divisions, and regions. “In 2001, management employees earned about $50,000 on average while hourly employees earned $18,000” (Mark, 2003). Wal-Mart’s “Division One” had over 2,600 stores which were organized in five or six divisions, with five or six regions within their given area, and 80 to 85 stores within each region (Mark, 2003). Policies were set on a computer-based information system that employees could access at any time, along with watching videos on the company’s history, and reading the associate handbook. Promotions were given based on performance evaluations and requirements. Certain allegations were made that Wal-Mart was more male oriented in higher-level positions, and overall hiring more men than women. Wal-Mart created a goal to make the percentage of women employees 50 percent of the workforce. A problem exists in that Wal-Mart has fought off any organizing attempts of unions by their employees, which limits employees’ influence on policies and company process’s. This problem filters down to the hiring and promotional process that occurs within the company. As stated in the case study, “…from date of hire until first being promoted to an assistant manager was 4.38 years for women and 2.86 years for men. For store managers, the times were 10.12 years and 8.64 years respectively” (Mark, 2003). From the numbers, men were promoted faster than women, but Wal-Mart states that promotions were given based on performance evaluations. Furthermore, it was stated store managers filled positions with
Wal-Mart has been ranked in the Fortune’s list of the top 100 companies to work for in the United States (Mark, 2003). Wal-Mart had increased their workforce from 1996 to 2001 by almost 50 percent, of which the percentage of women decreased from 67 percent to 64 percent during this time. Wal- Mart had used a hierarchical human resources (HR) structure that consisted of several levels of management, divisions, and regions. “In 2001, management employees earned about $50,000 on average while hourly employees earned $18,000” (Mark, 2003). Wal-Mart’s “Division One” had over 2,600 stores which were organized in five or six divisions, with five or six regions within their given area, and 80 to 85 stores within each region (Mark, 2003). Policies were set on a computer-based information system that employees could access at any time, along with watching videos on the company’s history, and reading the associate handbook. Promotions were given based on performance evaluations and requirements. Certain allegations were made that Wal-Mart was more male oriented in higher-level positions, and overall hiring more men than women. Wal-Mart created a goal to make the percentage of women employees 50 percent of the workforce. A problem exists in that Wal-Mart has fought off any organizing attempts of unions by their employees, which limits employees’ influence on policies and company process’s. This problem filters down to the hiring and promotional process that occurs within the company. As stated in the case study, “…from date of hire until first being promoted to an assistant manager was 4.38 years for women and 2.86 years for men. For store managers, the times were 10.12 years and 8.64 years respectively” (Mark, 2003). From the numbers, men were promoted faster than women, but Wal-Mart states that promotions were given based on performance evaluations. Furthermore, it was stated store managers filled positions with
References: Mark, K. (2003). Staffing Wal-Mart Stores, INC. (A) [case study]. Ivey Management Services. Mark, K. (2003). Staffing Wal-Mart Stores, INC. (B) [case study]. Ivey Management Services.