Expert answer:Case Study
Expert answer:Answer the two questions below regarding the articles attached each answer to the question must be 2-4 paragraphs in length. I have attached the case study sample template to use for the answers to the questions.Case Study: Wal-MartQuestion 1: Even though the Supreme Court dismissed the Wal-Mart class action suit, does there appear to you to be a pattern of discrimination against women in promotion at Wal-Mart? Be sure to use text concepts when determining discriminatory practices. Cite specific details/statistics from a minimum of 2 of the articles that were provided.(Your 2-4 paragraph response goes here…indented)Question 2: Read the excerpt from Wal-Mart’s Global Responsibility Report (2014 and 2016) on its Workplace practices. According to your text and its definitions of diversity, does Wal-Mart have a diverse workforce? Cite specific Wal-Mart programs or statistics to back up your opinion from the GRR. (Your 2-4 paragraph response goes here…indented)
case_study_template.docx
olson_wal_marts_gender_bias_case_whats_at_stake_4.2011.pdf
harris_wal_mart_sued_by_wisconsin_women_for_gender_bias___bloomberg_feb_2013.pdf
walmart_2014_global_responsibility_report.pdf
2016_walmart_global_responsibility_report.pdf
Unformatted Attachment Preview
Running head: TITLE OF YOUR PAPER IN ALL CAPS
Title of your paper
Your Name
The University
1
TITLE OF YOUR PAPER IN ALL CAPS
2
Case Two: Wal-Mart
Question 1: Even though the Supreme Court dismissed the Wal-Mart class action suit, does there
appear to you to be a pattern of discrimination against women in promotion at Wal-Mart? Be sure to
use text concepts when determining discriminatory practices. Cite specific details/statistics from a
minimum of 2 of the articles that were provided.
(Your 2-4 paragraph response goes here…indented)
Question 2: Read the excerpt from Wal-Mart’s Global Responsibility Report (2014 and 2016) on its
Workplace practices. According to your text and its definitions of diversity, does Wal-Mart have a
diverse workforce? Cite specific Wal-Mart programs or statistics to back up your opinion from the GRR.
(Your 2-4 paragraph response goes here…indented)
TITLE OF YOUR PAPER IN ALL CAPS
3
References
(Citations – double spaced – properly indented)
Wal-Mart’s gender bias case: What’s at stake?
Page 1 of 6
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CAREERS
GENDER BIAS
Wal-Mart’s gender bias case: What’s at stake?
by Elizabeth G. Olson
@FortuneMagazine
APRIL 4, 2011, 4:09 PM EDT
http://fortune.com/2011/04/04/wal-marts-gender-bias-case-whats-at-stake/
10/6/2014
Wal-Mart’s gender bias case: What’s at stake?
Page 2 of 6
The discrimination case, which the Supreme Court is now reviewing, could set a standard for
how
American companies promote and pay their female workers.
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When it comes to pinpointing how women are faring in today’s workplace, there is no
shortage of studies, statistics and sharp differences of opinion. But very few, if any, could
have as much of an impact on the working lives of American women as the massive
discrimination lawsuit against Wal-Mart Stores, the country’s largest employer.
The gender bias case, which the U.S. Supreme Court is now reviewing, could encompass as
many as 1.5 million of the giant retailer’s female employees who claim to have
encountered practices and policies that resulted in lower wages and fewer promotions. And
because Wal-Mart ( )WMT -0.98% is such a huge employer, the eventual outcome could
set an authoritative standard for how numerous companies pay and promote their female
employees.
http://fortune.com/2011/04/04/wal-marts-gender-bias-case-whats-at-stake/
10/6/2014
Wal-Mart’s gender bias case: What’s at stake?
Page 3 of 6
The justices, though, will not be waving a magic wand to right inequities wholesale. The six
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men
and three women justices will decide sometime before summer begins whether or not
the case can go forward as one massive class
action suit.
And that depends on how the court views Wal-Mart’s actions. If the justices determine that
the retailing behemoth’s centralized policies and practices could have resulted in less pay
and fewer advancement opportunities for female workers, that would clear the way for the
women’s grievances to be considered together — a class action suit. Or, the court could
decide that the pay and promotion discrepancies resulted from decisions by local managers
that affected women individually — leaving each one to fend for herself legally against WalMart. That would wind up costing Wal-Mart far less than a multi-billion dollar award in a
class action lawsuit.
The claims against Wal-Mart
The case’s origins go back to when Betty Dukes, who started as a Wal-Mart cashier in
Pittsburg, Calif. — east of San Francisco — found that her efforts to advance into a
management position were thwarted and even, she claims, punished with a demotion. In
2001, she and five other female employees filed a federal discrimination lawsuit — which
her supporters affectionately call, “Betty v. Goliath.”
Her claims are familiar to many female workers who feel their advancement has been
hindered by discriminatory practices, such as a failure to openly post internal job openings
that would allow all workers to compete. Overall, full-time female workers today are paid
only 80% of what men earn, according to federal statistics.
Such pay gaps are hardly new, and they are much narrower in certain industries, such as
construction, where a woman earns 92.2 cents for each dollar a man earns, according to
data from the federal Bureau of Labor Statistics. However, few women are employed in
construction and similar industries.
In the case against Wal-Mart, female workers bringing the suit cite more than 100 specific
instances of discrimination and describe the company culture as biased against women,
including instances where senior managers have called them “girls.” In another instance,
the suit claims that a store executive gave approval to hold management meetings at
Hooters, the restaurant chain with scantily clad waitresses.
http://fortune.com/2011/04/04/wal-marts-gender-bias-case-whats-at-stake/
10/6/2014
Wal-Mart’s gender bias case: What’s at stake?
Page 4 of 6
Wal-Mart says it has non-discriminatory policies and argues that any unequal treatment
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was
solely at the local level. Managers at its 3,400 stores could not have made uniformly
biased decisions about employees ranging from
hourly workers to full-time salaried
managers, the Bentonville, Ark.-based company contends.
The women bringing the suit said that less than one-third of Wal-Mart managers are
women, while women account for 80% of the company’s hourly employees. They also claim
that the company has favored men when it comes to pay and promotions, underscoring the
gender stereotype of men as the sole breadwinner of a household.
Ironically, the number of single mothers or wives who support a household — at 14.2% of
U.S. households as of 2009, according to the Bureau of Labor Statistics — has increased
since the recession began, adding another layer of economic significance to any limits on
pay and promotions for women.
The evolution of the gender pay gap
Even though Congress passed the Equal Pay Act of 1963 almost 50 years ago, the pace of
pay and promotion equality for working women has been uneven. Women have made
strides, with recent federal data showing that female workers under 35 years old generally
experience a less dramatic difference in pay from their male colleagues — likely because
they are college educated. Women working full-time also have seen their weekly wages
jump between 1979 and 2009. Their paycheck rose 31%, compared to 2% for men during
that same period. And women working part-time are earning more than men in the same
situation, other studies show.
Even so, large disparities in wages and advancement persist in many occupations and
cannot be explained by variations in education, experience, personal preferences, job
responsibilities or race, according to legal views submitted to the court in the Wal-Mart
case by the National Women’s Law Center and the American Civil Liberties Union.
“There is little doubt,” Laura D’Andrea Tyson, former chairwoman of the Council of
Economic Advisers in the Clinton Administration, writes in a recent New York Times’
Economix blog post, “that discrimination and implicit biases against women, even in jobs
requiring college or postgraduate education, continue to play a role,” referring to the
gender-based earnings gap.
http://fortune.com/2011/04/04/wal-marts-gender-bias-case-whats-at-stake/
10/6/2014
Wal-Mart’s gender bias case: What’s at stake?
Page 5 of 6
Potential benefits of class action gender bias suits
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The current Supreme Court has largely sided
with companies in its rulings, but earlier this
month it gave workers a boost when the justices decided that a company may not retaliate
against an employee who orally complains to the company about its practices. A number of
large companies, including giants like Costco (
)COST -0.50% and Microsoft
( )MSFT -0.43% , support Wal-Mart, arguing that such sweeping class action suits could
pressure them into settling spurious discrimination claims rather than risk a large and
expensive verdict.
Groups supporting the women filing the suit against Wal-Mart argue that companies need
to put in place mechanisms to ensure that women are treated equally in the workplace.
And some argue that a class action suit of this kind could do precisely that.
The Institute for Women’s Policy Research submitted a report called “Ending Sex and Race
Discrimination in the Workplace: Legal Interventions That Push the Envelope” to the
justices that notes that about two-thirds of all employment-discrimination related class
action settlements in the past decade wound up requiring companies to set objective and
transparent criteria for job assignments and promotions.
Most settlements also require companies to commit to open posting of job vacancies,
perform analysis of its promotion and compensation decisions for potential sex or race bias
and hold supervisors accountable for preventing discrimination.
“Having good human resource management and diversity policies is important, yet our
study shows that, without clear measurement, policies alone do little to prevent bias and
discrimination in the workplace,” writes Ariane Hegewisch, lead author of the study.
“Monitoring of the gender and race outcomes of policies,” she adds, “is essential to making
real change.”
Also on Fortune.com:
• How can more women land spots on company boards?
• A female quota at Davos? Really?
http://fortune.com/2011/04/04/wal-marts-gender-bias-case-whats-at-stake/
10/6/2014
Wal-Mart’s gender bias case: What’s at stake?
Page 6 of 6
• Biz school rankings leave minorities behind
——
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You Can’t Fire Everyone – Job jumping:
Are you a job hopper yourself or dealing with staffers who can’t fight the itch to switch?
Tell us your stories. Email us at fired@fortune.com. We’ll highlight the most interesting
and instructional ones.
Comments
http://fortune.com/2011/04/04/wal-marts-gender-bias-case-whats-at-stake/
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10/6/2014
Wal-Mart Sued by Wisconsin Women for Gender Bias – Bloomberg
Wal-Mart Sued by Wisconsin Women for Gender Bias
By Andrew Harris – Feb 26, 2013
Wal-Mart Stores Inc. (WMT), the world’s largest retailer, was sued by five Wisconsin women who
claim the company denied them and other female employees equal pay and equal opportunities.
“Women at Wal-Mart were told by management that women deserved less pay and fewer promotions
than men because men had families to support,” Jim Kaster of Minneapolis-based Nichols Kaster
PLLP, a lawyer for the plaintiffs, said in a statement announcing the filing.
Their complaint, on behalf of workers at stores in parts of Wisconsin, Illinois, Indiana and Michigan,
was filed in federal court in Madison, Wisconsin, on Feb. 20. The same day, a federal judge in
Nashville, Tennessee, dismissed a similar case as untimely.
Those cases and two more like them were filed after a 2011 U.S. Supreme Court decision rejecting a
national gender- discrimination class action, or group lawsuit. The high court’s majority in that case
found “no convincing proof” of a companywide discriminatory pay and promotion policy.
“A Tennessee court last week came to the same conclusion as a Texas court ruling last October — that
these class action claims are not appropriate,” Randy Hargrove, a spokesman for Bentonville,
Arkansas-based Wal-Mart, said today in an e-mailed statement.
Paid More
Sandra Ladik, the lead plaintiff in the Wisconsin case, worked at the company’s Portage store from
1992 to 2006, according to the complaint.
She claims that while serving as a maintenance department manager, she learned that a male coworker, whom she had trained to become a maintenance supervisor, was being paid more than she
was. Ladik had more experience and responsibility than her colleague, she alleged.
She and the other women who joined in her case are seeking to proceed on behalf of all women now
working in the stores in Wal-Mart’s region 14, or who have worked there since Dec. 26, 1998. They are
seeking compensatory awards of back-pay, front- pay and punitive damages, plus other relief.
A federal judge in Dallas threw out another of the regional cases in October. U.S. District Judge Reed
http://www.bloomberg.com/news/print/2013-02-26/wal-mart-sued-by-five-wisconsin-women-for-gender-discrimination.html
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10/6/2014
Wal-Mart Sued by Wisconsin Women for Gender Bias – Bloomberg
O’Connor also concluded the plaintiffs’ claims were untimely. Dukes v. Wal- Mart, the case in which
the Supreme Court issued its decision, is still pending in San Francisco federal court. A fifth federal
case was filed last year in Fort Lauderdale, Florida.
Individual Claims
“We’ve said all along that if someone believes they have been treated unfairly, they deserve to have
their timely, individual, claims heard in court,” Hargrove said in his e- mailed statement.
“Wal-Mart has been successful in making technical legal arguments preventing courts from reaching
the merits of women’s claims, and we expect more of these arguments here,” the plaintiffs’ lawyer,
Kaster, said. “Nevertheless, we hope that the court in Wisconsin will, after this long period of waiting,
finally allow their claims to be heard by a jury.”
The case is Ladik v. Wal-Mart Stores Inc., 13-cv-123, U.S. District Court, Western District of
Wisconsin (Madison).
To contact the reporter on this story: Andrew Harris in the Chicago federal courthouse at
aharris16@bloomberg.net
To contact the editor responsible for this story: Michael Hytha at mhytha@bloomberg.net
®2014 BLOOMBERG L.P. ALL RIGHTS RESERVED.
http://www.bloomberg.com/news/print/2013-02-26/wal-mart-sued-by-five-wisconsin-women-for-gender-discrimination.html
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So many opportunities to
make a
difference
2014 Glob
al Respon
sibility Re
port
About this report
Content materiality
Currency exchange
The scope and boundaries of the 2014 Walmart
Global Responsibility Report encompass our
corporate efforts related to workplace,
compliance and sourcing, social and
environmental responsibility, while also
providing snapshots into each of our individual
markets around the globe. The report reviews
our progress and performance during FY2014,
reflects areas where we’ve achieved tremendous
positive results and specifies areas of opportunity
we continue to focus on. The social and
environmental indicators were obtained by
internal survey and checks without the
participation of external auditing. The reporting
timeline covers the period of Feb. 1, 2013–
Jan. 31, 2014, and builds on our last report,
issued April 2013. Unless otherwise noted, all
currency is in U.S. dollars.
In addition to tracking media activity and
customer feedback, we engage with internal
and external stakeholders, including government
and NGOs, to define the content included in
this report. We incorporate this input prior to
and during editorial development to ensure
continuous dialogue, relevancy and transparency.
For example, this engagement resulted in the
expansion and positioning of our Workplace
section, influenced our decision to turn
Compliance and Sourcing into its own section,
and to detail our commitment and progress
related to water stewardship.
Foreign currency conversions have been made
using the average exchange rate from
Feb. 1, 2013–Jan. 31, 2014. As a global company,
we highlight the performance of our global
markets, as well as the efforts taking place
throughout our supply chain.
Workplace
18
22 Celebrating a decade of
diversity and inclusion
26
Meeting the needs of our associates
26 Benefits and compensation
29 Associate engagement
30
Committed to ethics and integrity
Social
Compliance
and sourcing
40
Compliance
62
64 Food
64 Hunger relief
66 Healthier foods
40 Compliance program
44 Labor and employment
46
Safety
46
47
47
48
Building for the future
30 Recruiting
32 Talent development
36
38
50
Empowerment
Supply chain capacity building
Worker safety and well-being
Audits
Transparency
Global audit results
Collaboration
Opportunity
68 Women’s economic
empowerment
72 Supplier diversity
73 Veterans
74 U.S. manufacturing
Food safety
Product safety
Environmental compliance
Health and safety
Responsible sourcing
52
53
54
55
56
58
60
68
76
Community
76 Disaster relief
78 Associate volunteerism
79 Local communities
Executive summary
80
Environment
2
3
6
14
15
16
17
Message from Doug McMillon
A conversation with Doug McMillon and Kathleen McLaughlin
The Walmart way
Stakeholder engagement
Political engagement
Governance
Public Policy
Local markets
108
82
166
Our progress
Sustainability 360
83 Sustainable Value Networks
84
Greenhouse gas
86 Energy and facilities
88
91
93
94
96
98
100
110 Our company
166
112
Local markets – International
167 Commitments and progress
112
116
120
124
128
132
136
140
144
148
152
174 Global Reporting Initiative index
Renewable energy
Energy efficiency
Refrigerants
Water
Fleet
Waste
Products
101
102
104
105
106
Sustainability Index
Sustainable food
Consumables
Packaging and materials
General merchandise
Africa
Argentina
Brazil
Canada
Central America
Chile
China
India
Japan
Mexico
United Kingdom
156
Walmart – U.S.
162
Sam’s Club – U.S.
Giving
Message from Doug McMillon
About ten years ago, I asked my sons at dinner: “Do you think Walmart should be working on protecting
the environment?” They were about six and eight at the time. I hardly had the words out of my mouth
when my youngest answered: “Duh, dad.”
It had only taken him a few seconds to reach the right conclusion. Most of us took a little longer.
My version of Walmart’s Global Responsibility story is that we had a legacy of serving certain
stakeholders really well. We served customers well. We served associates well. And it was our belief
that if we took care of those groups then the rest would fall into place.
But slowly, with the help of some very smart advisors, we realized we weren’t
doing enough. We started asking ourselves: What if we needed to change?
What if we started listening to NGOs and even our critics more closely? And
what if we simply recommitted ourselves to making our company even better?
We went through a significant change in our perspective.
At first, there were some awkward conversations – frank meetings with folks we
had never met with before. But what came out of those conversations was
exhilarating. In fact, some of our critics then are some of our best advisors now.
We’re in a much different place today. We have seen over and over how this
work benefits the environment and our business – whether it’s running our truck fleet more efficiently
or putting more innovative products on our shelves. We have seen we can make a difference for the
environment on energy and on waste, and we’re now really leaning into our work on our supply chain.
Our questions today are about how we can move faster and tackle more big challenges in three core
areas: sustainability, opportunity and local communities. I’m excited to lead Walmart as we write this
next chapter. There are so many ways Walmart can make a difference, and we will.
I share with you all of this history because I want you to know how personally we take what you’ll read
in these pages. We care deeply about the people who are touched by our business, and we want to do
right by them. We’re the world’s largest retailer, but we’re also moms and dads, and we have sons and
daughters who will need this planet long after we will.
And we need your help. We publish this report as part of our commitment to building trust with you
through transparency. We ask in return that you keep engaging with us, keep critiquing us and keep
challenging us. Keep telling us what we can do better – and help us get ther …
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