Wal-Mart is presently confronted with the likelihood of compensating out billions of dollars in recompense for purportedly discriminating against the thousands of women workers. A group of courageous women came forth to claim for compensation for alleged discrimination at work. As a snapshot of the corporation, it has close to a million employees in the US and Canada. Among these employees, over 40% are female. The problem that arises is that of the 40% only and in fact less than 30% of the management positions are held by female employees. Values and Judgments
Most organizations have taken a proactive stance towards creating an environment for equal opportunity devoid of gender discrimination. Globalization and the general paradigm shift that has made the idea of integration fast acceptable and worth embracing have also made it possible for organizations all over the globe to embrace the changes that call for equality at the place of work. In this manner therefore the modern organization is up on heels to create a climate of equal opportunity by coming up with models and frameworks that are specifically geared towards managing diversity.
The problem that comes along this is that the contemporary working environment is heavily complicated and therefore a number of business entities, for fear of change or uncertain about the impact of change are reluctant to embrace such measures. Those embracing it are doing it at a lag pace. This arises from the complexity of the manner in which environmental issues, values, factors, and cognitions create diverse perceptions concerning fair treatment at the place of work. The group of women who advanced a case against Wal-Mart identified a number of malpractices in human resources management at the corporation.
There are several tactics employed by Wal-Mart to d discriminate against women employees. These tactics are basically executed through methods ranging from pay disparities to denial of promotion (Vardy et al 2008) The women decried the two pay scales used at Wal-Mart and identified it as a major hitch in human resources management practices. This practice shortchanges the women since they perform the same job and tasks just as men yet men workers are paid between five and fifteen percent more than women.
On the same platform, further statistics indicate that even if the women were given a promotion into management this does not guarantee them any better as far as fair treatment is concerned. Though women at the corporation have higher ratings and longer seniority ratings on average as compared to their male counterparts, those who make it to the top management positions are still discriminated against as they receive an annual pay about $5,000 less than the man counterpart in the same position.
Male management trainees receive an annual pay nearly $5,000 more than female counterparts. And the top executive positions are also not spared. Women employees holding top executive positions at Wal-Mart are exposed to discrimination. This is evident from the fact that the women employee who holds this position receives an average of about $279,800 on annual basis as compared to a male counterpart who receives more than three- quarters of this more.
Most organizations have taken a proactive stance towards creating an environment for equal opportunity devoid of gender discrimination. Globalization and the general paradigm shift that has made the idea of integration fast acceptable and worth embracing have also made it possible for organizations all over the globe to embrace the changes that call for equality at the place of work. In this manner therefore the modern organization is up on heels to create a climate of equal opportunity by coming up with models and frameworks that are specifically geared towards managing diversity.
The problem that comes along this is that the contemporary working environment is heavily complicated and therefore a number of business entities, for fear of change or uncertain about the impact of change are reluctant to embrace such measures. Those embracing it are doing it at a lag pace. This arises from the complexity of the manner in which environmental issues, values, factors, and cognitions create diverse perceptions concerning fair treatment at the place of work. The group of women who advanced a case against Wal-Mart identified a number of malpractices in human resources management at the corporation.
There are several tactics employed by Wal-Mart to d discriminate against women employees. These tactics are basically executed through methods ranging from pay disparities to denial of promotion (Vardy et al 2008) The women decried the two pay scales used at Wal-Mart and identified it as a major hitch in human resources management practices. This practice shortchanges the women since they perform the same job and tasks just as men yet men workers are paid between five and fifteen percent more than women.
On the same platform, further statistics indicate that even if the women were given a promotion into management this does not guarantee them any better as far as fair treatment is concerned. Though women at the corporation have higher ratings and longer seniority ratings on average as compared to their male counterparts, those who make it to the top management positions are still discriminated against as they receive an annual pay about $5,000 less than the man counterpart in the same position.
Male management trainees receive an annual pay nearly $5,000 more than female counterparts. And the top executive positions are also not spared. Women employees holding top executive positions at Wal-Mart are exposed to discrimination. This is evident from the fact that the women employee who holds this position receives an average of about $279,800 on annual basis as compared to a male counterpart who receives more than three- quarters of this more.
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