Wal-Mart’s Women Essay Example

employees at higher levels. The lower category includes cashiers, associates, stock people, department heads, and support managers, while the upper tier managers are in charge of an entire market area or work in corporate management. The second managerial tier comprises lower-tier managers who run individual stores.

Wal-Mart's career ladder spans from entry level, hourly positions to senior salaried management roles, with an exciting promotion policy that prefers existing employees over external hires: "Since Wal-Mart promotes predominantly from within, workers typically progress from being an upper hourly employee (usually a 'support manager'), to management trainee, to store manager or assistant manager, and finally to district, regional, or corporate manager" (p. 345). However, the dominance of certain employee groups in this pathway brings up concerns about employment equity within the company.

Wal-Mart employees value promotion due to prestige, responsibility, and rewards, as noted by the pay discrepancy between salaried managers and hourly employees in 2001. Women make up the majority of lower level hourly employees but have limited representation in upper level management. Despite women being a major group in the beginning stages of the Wal-Mart career ladder, men hold a disproportionate amount of managerial positions.

The promotion rates of women at Wal-Mart have been inconsistent with their representation at lower levels, as reported by one plaintiffs' investigator. The "feeder pools" that supply candidates for promotion have seen a disparity in promotion rates: "Women received 2,891 fewer promotions into Support Manager [the step before Management Trainee].... Women received 2,952 fewer promotions into Management Trainee.... Women received 346 fewer promotions into Co-Manager.... Women received 155 fewer promotions into Store Manager...." (p. 346).

The issue of women being underrepresented in corporate

management is exemplified by Wal-Mart and results in gender-based power imbalances within organizations. Additionally, evidence suggests that women at Wal-Mart experience pay inequity, as they are paid less than men for comparable work even after considering factors such as seniority, status, and store location. These findings bolster the plaintiffs' legal challenge against Wal-Mart.

In essence, Wal-Mart is facing a significant danger from the plaintiffs’ legal action and thus needs to prioritize both its internal and external strategies. Specifically, the company must examine its regulations and, critically, its actions regarding the welfare of its workforce, while also implementing measures to safeguard its market position and financial performance. Subsequently, the following section will analyze the plaintiffs’ lawsuit as a potential hazard for Wal-Mart.