But some people need assistance because they are not being paid enough. So in a sense, we the taxpayers are compensating these low income workers with money that could be paid to them by their employer. If you have a corporation like WalMart that makes 16 billion a year in profit, while a great number of their employees require public assistance, what if they paid their workers more so that they required less assistance? If they gave have their profits to their employees, they could give each of their 2 million employees an extra $4,000 a year. Which is a big deal to people that poor.
Also, corporations like WalMart have worked hard to smash employees attempts to negotiate a contract by smashing unions.
Put Walmart out of existence. Now who pays for the unemployed workers who used to work there? Public assistance. But instead of Walmart covering 70% of their needs and the taxpayer 30%, it will be the taxpayer covering 100%.
As I wrote earlier, I have issues with Walmart. I'm not saying they couldn't do things better.
Walmart's hiring strategy reminds me of google's ad network strategy.
Google sells ads on sites like this one and many many that are smaller. Individually, none of these sites are big enough to warrant a sales guy trying to sell the ads for. Combined, all these little sites constitute what Google calls the "tail of the WWW" and is worth hiring many ad guys to sell the ads for.
Walmart hires the tail of the workforce - people who command minimum wage or would command even less, and who don't stick with the company for very long. It makes sense that they don't stick because minimum wage jobs for the vast majority of workers are a stepping stone to something bigger and better. There are a lot of businesses, big and small, that churn each other's minimum wage employees. From perusing several message boards where people were describing their work experience at Walmart, the workers didn't complain about the pay as much as the aches and pains of having to do the physical labor parts (moving boxes around, stacking stuff on shelves, etc.). It was pretty common to see them talk about how their experience as cashier at Walmart was better or worse than being cashier at Walgreens.
Getting a business unionized is not an easy thing. The unions are corrupt and in any large organization, you have people equally corrupt. Walmart has over a million employees, and just organizing them all to have a fair vote on the issue is a huge expense. I've seen news stories about Walmart and employees and unions over the years.
Here's one that describes some of the issues. An unskilled 13 year employee of the company makes $12.40/hr or 1.5x or more of minimum wage and $2.30 over what Obama proposes. She organizes an employee based movement to unionize and the article talks about the results. Walmart has 1.4M employees.
http://www.businessweek.com/articles/2012-12-13/walmart-vs-dot-union-backed-our-walmart#p1
OUR Walmart, or Organization United for Respect at Walmart, the group of employees who defied one of the most powerful companies in America by holding protests at about 1,000 stores on the busiest day of the year for retailers. OUR Walmart says it has at least 4,000 members. The protests, on the Friday after Thanksgiving, involved about 500 of them, as well as many thousands of others sympathetic to their cause.
(that's 4000 members and only 500 bothered to picket - out of 1.4M)
...
Organizers at the UFCW felt the same way. In 2010 the union hired a veteran labor leader, Dan Schlademan, to be the director of “Making Change at Walmart,” a campaign it had just launched. “We needed to build something new,” says Schlademan. He connected with Murray and a few other Walmart employees and then turned to ASGK Public Strategies, the media and branding firm started by David Axelrod, a senior political adviser to President Obama. (Axelrod had sold his stake by 2010.) “There is a permanent political campaign around the legitimacy of Walmart on both sides,” says Nelson Lichtenstein, a history professor at the University of California at Santa Barbara and author of The Retail Revolution: How Wal-Mart Created a Brave New World of Business. “Walmart hires operatives who are in and out of political campaigns. Unions enlist the hottest political consultants around.”
On its side, Walmart had Leslie Dach, who had been a strategist in several Democratic campaigns and a vice chairman at public-relations firm Edelman. Dach was hired in 2006 in part to improve the company’s reputation, especially with liberal politicians and shoppers. By 2010 the company had reduced waste and energy use, tried to offer more affordable health insurance, and had supported Obamacare. At an analysts’ meeting that October, Dach said: “I think the numbers clearly show that customers and elected officials like us better. … And that makes it easier for us to site stores, makes it easier for us to stay out of the public limelight when we don’t want to be there.”
(Corruption on both sides)