Human Relations Walmart

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Table of Contents

Introduction
Cultural Element Targeted for Change
Proposed Intervention
Work Cited

Introduction

Walmart is an American multinational corporation that operates a number of large department stores that sell a variety of merchandise at wholesale and on retail terms in more than 15 countries. Founded in 1962, Walmart has grown steadily and is now one of the largest corporations in the world by revenue, assets, and employee numbers. Currently, the corporation operates in three business units: Wal-Mart Stores and Sams Club (both exclusive to US markets) and Wal-Mart International.

The factors that can be used to explain Walmarts success are as follows:

Opening More and More Stores

Walmart has regularly opened up stores in different areas around the world thereby moving closer to its clientele, establishing its presence and hence building its image. Today, customers easily recognize these stores through the iconic store design, displays are, and in-store entertainment initiatives.

Well-Stocked Stores

Walmart recognized that in order to maintain a high customer traffic into its stores, then it had keep its stores well-stocked with products that serve most market segments. Careful management of inventory and a full understanding of the companys distribution and logistics is an essential requirement of each store.

Focus on the Customer

In order to enhance consumer experience, Walmart divided its operations into three business units as mentioned above. In the US, Sams Club and Walmart Stores integrate closely to improve operations and serve different market segments efficiently.

Cultural Element Targeted for Change

The cultural element targeted for change is the corporations culture of non-support for its staff to join labor unions. This culture should change since labor unions enable workers to have a stronger collective bargaining whenever they are faced with particular problems (Holley et al, 228).

Walmart has traditionally opposed labor unions among its staff. The corporation has been blamed for its workers reluctance to join unions through activities such as staff surveillance and closure of stores whose staff opted to unionize. The corporation, in defense, has asserted that it is not anti-union but says that its open-door policy implies that staff do not have to approach the management through a third party, rather, they should submit their grievances directly.

Proposed Intervention

The intervention strategy will entail a redesign of Walmarts culture so that its human resource is given the freedom to join labor unions. This includes the company changing its perception regarding the importance of labor unions. This is a form of a behavior change strategy.

The theory of reasoned action can be used to implement this initiative as Walmart would have to identify the intention in culture redesign before finally implementing it. A second theory would be that of Stages of Change model, where change would occur from one stage to another until complete change is realized and staff are allowed to unionize. This can occur by informing staff of the benefits of unions, then proceeding to store managers, and gradually up to the regional vice presidents (RVP). A final theory is that of planned behavior, where staff would take control of the change process.

After a series of culture redesign initiatives, Walmart is expected to allow its staff to form of join other labor unions. A factor that can aid this initiative is that the Department of Labor has been pushing on companies to allow their staff to join these unions. A follow-up plan would involve talking to the staff and taking count of the proportion that has joined labor unions against Walmarts total employee population.

Work Cited

Holley, William H., Jennings, Kenneth M., and Wolters, Roger S.The Labor Relations Process. Mason, OH: Cengage Western, 2008.

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