counter create hit Walmart: How I Got The 60 Cent Raise (Surviving Walmart Series) - Download Free eBook
Hot Best Seller

Walmart: How I Got The 60 Cent Raise (Surviving Walmart Series)

Availability: Ready to download

The perfect gift for the Associate you love, or the manager you despise! KEEPING PAYROLL DOWN is always the most important underlying principle at Walmart. For some managers it is more important than safety, morality, ethics and legality. The numbers are staggering. With 1.5 million Associates earning an average pay of about $10 per hour, the basic payroll is $15 million pe The perfect gift for the Associate you love, or the manager you despise! KEEPING PAYROLL DOWN is always the most important underlying principle at Walmart. For some managers it is more important than safety, morality, ethics and legality. The numbers are staggering. With 1.5 million Associates earning an average pay of about $10 per hour, the basic payroll is $15 million per hour. Limiting raises to tiny amounts goes right to their bottom line. Associates are the “Lowest Common Denominator” in the Walmart profit equation. Every possible tactic is used against Associates during evaluations to limit raises. They structure the setting of the reviews to employ every psychological advantage. They like to use the element of surprise. The amount of a raise is determined before the review happens without any input, testimony or protest, from the Associate. I expected this sort of behavior from a large company vastly experienced in evaluating employees. After all, they perform over 2 million evaluations a year on Associates alone. But what I didn't expect were some of the sneaky and underhanded ways the managers accomplished their sworn duty to limit pay increases. And they did these devious things in ways that were difficult to detect and verify. After the dirty tricks they pulled on me during my first few evaluations, I realized I had to beat them at their own game. As the meager raises persisted, it became a quest to get the maximum raise at my next review. This is the true story of how I finally got Walmart to give me the maximum raise of sixty cents per hour. By exposing the dirty tricks Walmart uses to limit raises to cut payroll costs, I hope to give every Associate powerful tools to use at their future evaluations. Perhaps this documentation of my experience will help with the current efforts to improve the lives of the downtrodden and beaten Associates. All proceeds from the sale of this book will be used to buy me a hot tub.


Compare

The perfect gift for the Associate you love, or the manager you despise! KEEPING PAYROLL DOWN is always the most important underlying principle at Walmart. For some managers it is more important than safety, morality, ethics and legality. The numbers are staggering. With 1.5 million Associates earning an average pay of about $10 per hour, the basic payroll is $15 million pe The perfect gift for the Associate you love, or the manager you despise! KEEPING PAYROLL DOWN is always the most important underlying principle at Walmart. For some managers it is more important than safety, morality, ethics and legality. The numbers are staggering. With 1.5 million Associates earning an average pay of about $10 per hour, the basic payroll is $15 million per hour. Limiting raises to tiny amounts goes right to their bottom line. Associates are the “Lowest Common Denominator” in the Walmart profit equation. Every possible tactic is used against Associates during evaluations to limit raises. They structure the setting of the reviews to employ every psychological advantage. They like to use the element of surprise. The amount of a raise is determined before the review happens without any input, testimony or protest, from the Associate. I expected this sort of behavior from a large company vastly experienced in evaluating employees. After all, they perform over 2 million evaluations a year on Associates alone. But what I didn't expect were some of the sneaky and underhanded ways the managers accomplished their sworn duty to limit pay increases. And they did these devious things in ways that were difficult to detect and verify. After the dirty tricks they pulled on me during my first few evaluations, I realized I had to beat them at their own game. As the meager raises persisted, it became a quest to get the maximum raise at my next review. This is the true story of how I finally got Walmart to give me the maximum raise of sixty cents per hour. By exposing the dirty tricks Walmart uses to limit raises to cut payroll costs, I hope to give every Associate powerful tools to use at their future evaluations. Perhaps this documentation of my experience will help with the current efforts to improve the lives of the downtrodden and beaten Associates. All proceeds from the sale of this book will be used to buy me a hot tub.

30 review for Walmart: How I Got The 60 Cent Raise (Surviving Walmart Series)

  1. 5 out of 5

    Gayle Ingraham

  2. 5 out of 5

    Chris Lowery

  3. 5 out of 5

    Amy Powers

  4. 5 out of 5

    Sheila

  5. 5 out of 5

    Dan Marsh

  6. 5 out of 5

    carol a. vaughn

  7. 4 out of 5

    Debbe Swafford

  8. 5 out of 5

    Pat Hastie

  9. 5 out of 5

    Susan

  10. 5 out of 5

    Phillip Blaich & Vicki Blaich

  11. 4 out of 5

    Lynnette Reese

  12. 4 out of 5

    Melinda Mae Miller

  13. 4 out of 5

    ian treadwell

  14. 5 out of 5

    Roberta Pedersen

  15. 5 out of 5

    Bill Matthews

  16. 4 out of 5

    Roy Richard

  17. 4 out of 5

    Sara Anderson

  18. 4 out of 5

    Tora Snow

  19. 4 out of 5

    Gregory Grosshans

  20. 5 out of 5

    Ide

  21. 4 out of 5

    William Smith

  22. 4 out of 5

    Scott M. Taylor

  23. 4 out of 5

    Michael Bray

  24. 4 out of 5

    Paul Munsch

  25. 4 out of 5

    Peggy

  26. 5 out of 5

    Kevin Muir

  27. 4 out of 5

    Kelcey Webster

  28. 5 out of 5

    peggy boyd

  29. 5 out of 5

    Jennifer Eggert

  30. 4 out of 5

    Judith Harper

Add a review

Your email address will not be published. Required fields are marked *

Loading...
We use cookies to give you the best online experience. By using our website you agree to our use of cookies in accordance with our cookie policy.