The company has diversified its recruiting resources to now attract prospective employees through various channels, including word of mouth, the internet or more traditional means, such as advertisements in the local media.
Another strategic HR endeavour has been that of creating opportunities for development. This is best represented by the opportunity the Wal-Mart employees are given to advance. They can also change positions within the firm until they find the job that best fits their skills as well as their needs.
b) Benefits
The executives at the Wal-Mart Stores have also developed a more comprehensive palette of employee benefits. Through these, the scope is that of attracting more prospective employees, better retaining the existent employees and stimulating their levels of satisfaction -- and as such performance. Some notable benefits include:
Coverage for medical services in the amount of 80 per cent compensation for eligible services
Dental insurance
Compensations of accidental death and dismemberment
Associate stock purchase plan
Retirement account rollover
Military differential pay (Website of the Wal-Mart Stores, 2010)
c) Diversity
The executives at the Wal-Mart stores implement diversity strategies as a means of integrating all staff members within...
Wal-Mart Porters Wal-Mart Strategic Management Wal-Mart mission is based on the model that by simply saving people money so they can live better. The philosophy and overall business strategy was developed based on a simple idea created by founder Sam Walton: offer shoppers lower prices than they can get anywhere else. This strategy has been the basis of an incredible history and growth record for the company. This strategy still guides the
Branching out into new sectors of retailing - Wal-Mart has become a major pharmacy, an automotive repair shop, and a grocery retailer. This is just one example of success. It demonstrates Sam Walton's vision of being the best retailer around. After a store expands physically and geographically, it must then expand in terms of what they sell by branching out and competing with other businesses. The conventional retail business of Wal-Mart
Robson Walton - Chairman of the Board of Directors of Wal-Mart Stores, Inc. Stephen P. Whaley - Senior Vice President and Controller Eric S. Zorn - Executive Vice President and President, Wal-Mart Realty III. INTERNAL ENVIRONMENT: STRENGHTS and WEAKNESSES A. CORPORATE STRUCTURE Wal-Mart's retail division is formed from four major subsidiaries: Wal-Mart Discount Stores, Wal-Mart Supercenters, Wal-Mart Neighborhood Markets and Sam's Clubs. (Wal-Mart Facts, 2007) Wal-Mart Discount Stores more than 1,000 in U.S. alone average
Wal-Mart and Employee Rights Labor cost is always considered as the main issue, mostly in case of employees' unionization at Wal-Mart. This was noticed when Wal-Mart showed a remarkable earning at the rate of 44% per annum for its labor working on hourly basis. Another point which brought this issue ahead was when the sales clerk of Wal-Mart in 2001 earned wages below Federal Poverty Scale. According to an issue of
There is an increasing amount of research also showing how big box retailers including Wal-Mart when they enter local economies, are driving smaller retailers that provided a basis of price competition and employment are being driven out of business (Harris, 2006). On top of their fear and anti-growth sentiment many communities have about big box retailers moving into their communities, many also fear Wal-Mart will move their manufacturing jobs overseas
The Price-Sensitive Affluents, Wal-Mart has learned (Wal-Mart Annual Reports) is more interested in finding an exceptionally good deal and not necessarily concerned about the shopping experience. This is particularly true as one of the strongest factors influencing the execution of their strategy, the emerging global recession during this timeframe, takes hold. Again as with the Price Value Shopper and the paradoxical purchasing patterns of the Brand Aspirational segment show,
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