#2. KVCI, Workers Right Question! by: GEORGE BOSTON RHYNES to Senators!

It

If we can change Walmart, we can change America for all workers.

Sam Walton and what did he focus on? By: Sam Hornblower!

			From the beginning, Sam Walton and Wal-Mart focused on buying goods as cheaply as possible, which often meant buying imports. Here is an examination of the history of Wal-Mart's procurement practices in Asia and China -- even through its own "Buy American" promotional campaign in the 1980s and 1990s -- and the prognosis for the future. Give me a W! Give me an A! Give me an L! Give me a Squiggly! Give me an M! Give me an A! Give me an R! Give me a T! What's that spell? Wal-Mart! One of Sam Walton's earliest imports from Asia was team spirit. Enthused by a factory cheer he witnessed in 1975 at a Korean tennis ball plant, Walton instituted his own "Wal-Mart Cheer," still a staple of the company's corporate culture. He liked the dramatic device for its "whistle while you work philosophy." Early in his company's spectacular expansion, "Mr. Sam," as everyone called him, decided to reach across the Pacific and make imports a pillar of Wal-Mart's business model. Forcing his American suppliers to cut costs, stressing sales volume over high margins, and wowing customers by showcasing one super low-priced item in each category -- all hinged on importing to find the cheapest prices. "Sam was an advocate of importing. It was his vision," said a retired senior executive, who was a buyer in Wal-Mart's Hong Kong office in the 1980s, and who asked to keep his identity private. "Our first office was in Hong Kong, then Taiwan. Korea soon after. We'd visit factories, see how they store goods. You would look at every step of the process very carefully." "From the beginning, Walton had bought goods wherever he could get them cheapest, with any other considerations secondary," writes Bob Ortega, author of the Wal-Mart history, In Sam We Trust. By the early 1980s, Ortega reports, Walton "increasingly looked to imports, which were usually cheaper because factory workers were paid so much less in China and the other Asian countries." According to Ortega, Walton himself estimated that imports accounted for nearly 6 percent of Wal-Mart's total sales in 1984. But another observer of that period, Frank Yuan, a former Taiwan-based apparel middleman, who dealt with Wal-Mart in the 1980s, puts the number, including indirect imports, at around 40 percent from "day one." Either way, Walton's vision was a harbinger of far vaster global sourcing today. And it is a far cry from the picture that many Americans have of the legendary founder of Wal-Mart: "Mr. Sam," the folk hero, who drove around the Ozarks in a pickup truck buying cheap goods for his early discount stores and who became the architect of Wal-Mart's highly publicized "Buy American" campaign in the late 1980s and early '90s. In truth, Walton's "Buy American" campaign did rescue some U.S. manufacturers, but only those who followed his playbook. In a letter he wrote to suppliers in 1985, he made clear he was committed to buying U.S. goods only if they upgraded their operations and improved productivity to "fill our requirements." "We're not interested in charity here; we don't believe in subsidizing substandard work or inefficiency," Walton wrote in his 1992 autobiography Made in America. "So our primary goal became to work with American manufacturers, and see if our formidable buying power could help them deliver the goods, and in the process, save some American manufacturing jobs." As one retired senior Wal-Mart executive explained: "Sam wanted everything possible [made] in the U. S., but he was not going to pay [extra] for it to stay. The main thing he asked was: 'Is it good for our customers?' If not, we went and made it overseas." And so it is equally true -- and far less well known -- that Sam Walton was the architect of Wal-Mart's unpublicized "Buy Asia" program. In this strategy, Sam Walton was playing catch-up. Sears, Kmart, Target, and JCPenney all had established procurement networks in Asia long before Wal-Mart arrived. Wal-Mart's decision to arrive unfashionably late was deliberate, according to the retired executive. "In going to Asia and then into China," he said, "department stores always beat us. A lot of people were there long before we were. But it was part of the strategy to let them go through the initial tortures. [Wal-Mart would] step in when all the groundwork had been laid." So by the time Wal-Mart opened its first buying office in Hong Kong in 1981, "manufacturers were already very competent in Taiwan," said Gary Hamilton, a professor of sociology at the University of Washington. "There was already a high level of confidence and responsiveness that allowed Wal-Mart to rapidly expand." Other retailers' investments in basic infrastructure and manufacturing clusters primed the Pacific Rim for the eventual stream of Wal-Mart's logistics wizards, hard-nosed buyers and product developers to cash in on low-wage Asian labor. "All of the retailers in the world participated in it," said the retired Wal-Mart buyer, recalling the mood in the old days. "We keep moving around to chase lower wages. Or if there's a tariff, we'll move to a country that does not have the tariff." LOWERING WAL-MART'S PROFILE IN ASIA Even as Wal-Mart was pushing its U.S. suppliers to be more efficient and promoting its "Buy American" program through the '80s, the company bought more and more from Asia, according to Jay Moates, a former accountant with Wal-Mart's overseas buying operation. But to please American consumers concerned about the Asian threat, the retailer played down its buying operations in Hong Kong, Taiwan, Korea, and the rest of Asia. Following the brutal suppression of Chinese students in Tiananmen Square in 1989 by the Chinese Communist leadership, Walton feared a consumer backlash if Wal-Mart were seen as operating in China. He was also disturbed by charges of human rights abuses in his Asian suppliers' factories. To continue growing in Asia, Wal-Mart needed a buffer -- a middleman or a buying agency that would purchase Asian products without showing Wal-Mart's hand. According to the retired Hong Kong senior executive, Walton told Bill Fields, Wal-Mart's head buyer, that he wanted to "get out" of direct involvement in Asia. "The decision was to go to an exclusive buying agency," the buyer said. "The main reason for going into [the deal] was not to be exposed as going into Communist China." Walton needed a trusted friend to act as his Asian middleman. He turned to a close friend and tennis partner, George Billingsley, to serve as the titular head of the operation. No matter that Billingsley, a former real estate salesman, knew next to nothing about retail or procurement. To actually run the operation, Walton found Charles Wong, a seasoned Wal-Mart vendor who knew the U.S. retail business well and was at ease operating in Asia. Billingsley would be a figurehead. Wong would run the day-to-day business of procurement out of Hong Kong. Within two years, Billingsley and Wong had set up Pacific Resources Export Limited (PREL) as an exclusive buying agent for Wal-Mart. Wal-Mart sold its own Asian buying offices to PREL. The links were so close between PREL and Wal-Mart that "most of the people at Wal-Mart, referred to them as us," said Jay Moates, the PREL accountant. "We hired all the old people from [Wal-Mart's Asian buying] operation." As PREL provided Wal-Mart cover for its Asian buying, Walton could both continue promoting his "Buy American" campaign at home and expand his overseas procurement out of PREL in Hong Kong. But several months after Walton's death in April 1992, the "Buy American" campaign backfired when Wal-Mart became the target of a Dateline NBC expose that revealed "Buy American" signs adorning piles of imported goods from Asia. Overnight, an embarrassed Wal-Mart de-emphasized the "Buy American" campaign. CATCHING THE CHINA BUG China loomed large for Sam Walton's successors in the years following his death. Deng Xiaoping had opened the country to investment, easing restrictions on foreign businesses, and encouraging Chinese entrepreneurs to enter joint ventures with Westerners. Deng declared the fishing village of Shenzhen, just across the border from Hong Kong, a "special economic zone," with no taxes on foreign businesses for the first few years of operation. Across South China, the government began building roads, ports, and other infrastructure. In 1994, it devalued China's currency, from roughly 5 to 8 yuan to the dollar, further fueling the country's explosive development. China, suddenly the cheapest workshop in Asia, attracted vast capital investment. Millions of migrant workers flooded industrial centers. World-savvy entrepreneurs migrated from Hong Kong and Taiwan, eager for a piece of the action. Many shut down their plants at home in the rush to set up new factories and hire mainland Chinese workers. Shenzhen boomed. Growing at 20 percent a year, it became known as China's "Miracle City." In two decades, a fishing village mushroomed into a city of 7 million people, with high rises, miles of factories, and modern electronics headquarters. Here too, Wal-Mart sited its global sourcing headquarters. Wal-Mart had caught the China bug. In a speech to business schools in the early '90s, David Glass, who succeeded Sam Walton as CEO, advised students to learn Mandarin Chinese. In regional meetings, Glass told Wal-Mart execs that if they didn't think internationally, they were working for the wrong company. "The only reason [manufacturing] moved from Taiwan was China's low level of wages," said one early Wal-Mart Hong Kong buyer. "We didn't have any trouble in China, because the Taiwanese went into China and built up the factories. We were dealing with the same people." Working through PREL's Asian suppliers, Wal-Mart buyers became actively involved in developing products, and educating the mainland Chinese on how to make goods that would sell in America. "You'd go into a factory in Taiwan that's making men's shirts. You see what works," the Wal-Mart buyer recalled. "And then you go into China and tell a factory in China, 'This is why we're not buying from you.' Chinese people are not dumb. They're tenacious. They know they need to learn very quickly." In 1992, with Wal-Mart clocking in at a 40 percent annual growth rate, Goldman Sachs analyst George Strachan released a study concluding that Wal-Mart was in the midst of "a major strategic merchandising revolution … breaking from a history of almost exclusive commitment to [U.S.] national-brand products, expanding and improving its private-label offerings … and marketing them more aggressively than ever before." By lining its shelves with its own in-house brands, Wal-Mart began competing directly, on its own shelves, with its national, household brand-name suppliers. "It makes them more efficient," argues Ray Bracy, Wal-Mart's vice president of international corporate affairs. "I suppose you could suggest that they would like to not have that competition. But it makes them better." The development of Wal-Mart's house brands proved to be a watershed. Consumer surveys had established that Americans cared less and less about buying national brands: Low price trumped brand loyalty. In the period following Sam Walton's death, when Wal-Mart's sales slowed and its stock price began to stagnate, this consumer trend freed the company to ramp up the production of its house brands through unbranded suppliers in China, who now had privileged access to Wal-Mart's 3,500 stores across America. The result was that Wal-Mart became its own de facto manufacturer, developing and designing products according to the taste of its customers, as analyzed by Wal-Mart's supercomputer. Profits soared. Privately, long-time U.S. suppliers expressed dismay. "They invaded our core business model," said one apparel maker, requesting that his name be withheld. "Wal-Mart seems intent on managing the total product life cycle." If the competitive pressures of Wal-Mart's store brands continue, he said he would close his American factories, abandon his own brand, and try to solicit Wal-Mart's private label business in China. "We call it 'the race to the bottom,'" he asserted. "It's sad because I see that productivity increases [in America] are still possible through automation. There's room for improved efficiency. But it's impossible [to stay here] with retailers going for cheap Chinese labor." By now, many American manufacturers, such as the apparel supplier, have little choice but to redefine themselves as "branded distributors" for overseas goods. In other words, instead of making their own products, they use their own brand names to market Chinese-made goods to retailers. They eke out profits by outsourcing production and marketing that production. The process is virtually the final step in the surrender to what Duke University Professor Gary Gereffi calls the Wal-Mart-China "joint venture." For several years, Wal-Mart has been the single largest U.S. importer of Chinese consumer goods, surpassing the trade volume of entire countries, such as Germany and Russia. Global sourcing is now fully integrated into the company's operations -- giving Wal-Mart enormous leverage worldwide. Foreign products account for nearly all of Wal-Mart's trumpeted low opening price point goods. During regularly scheduled conference calls with Wall Street analysts, Lee Scott, Wal-Mart CEO since 2000, touts global sourcing as the key to increasing company profits and continuing its expansion. "No one can compete with China. Such efficiency, such manpower," said Frank Yuan, the former middleman who did business with Wal-Mart, and who now heads an international apparel trade show. "If you look at [Wal-Mart's] shoes or housewares, 80 or 90 percent is coming out of China. And apparel is not as big as it should be." After U.S. quotas on textile imports expire on Jan. 1, 2005, Yuan expects imports from China to rise to 80 percent of the apparel market. PERFECTING THE JOINT VENTURE CEO Lee Scott would continue to improve the Wal-Mart-China joint venture through better predictions of future sales, improved forecasting models of coming fashion trends and the development of a new global sourcing group to succeed PREL that became operational in 2002. Given the improved trade relations with China under President Clinton, and a politically entrenched free trade movement, Scott no longer saw any need to hide Wal-Mart's ties to China. Scott's vision was to expand global purchasing across the company and aggregate its vast buying power. As one retired senior executive from Wal-Mart's Global Sourcing group explained, the idea is to have "one huge buy" from apparel to food to general merchandise manufacturers. By joining the orders of every Wal-Mart division in every country, the company achieves massive economies of scale in its purchases. In the coming years, Wal-Mart's challenge is to further consolidate its list of manufacturers in China. "Wal-Mart gets more control by keeping vendor list short, because the small number of vendors becomes more and more dependent on Wal-Mart as a customer," said Yuan. "They only use the top 1 percent of factories. Maybe top 50 factories in a given country. Wal-Mart has 60 percent of the largest factories in the world [working for them]." But a more agile, transnational, "virtual" manufacturer is emerging to service the American mass retailer. Larry Harmer, CEO of Petters International, has never created a brand, run a research and development group, overseen the assembly of a product, or sold it on a store shelf. He is a "brand distributor," a general contractor of sorts for consumer electronics, who develops a concept for a product -- a new kind of DVD player, for instance -- by licensing other people's design and technological innovations. When the prototype is ready, he licenses a familiar brand name, such as Polaroid, under which he sells his product. He and his team of fluent Mandarin speakers then head to China and turn to one of Wal-Mart's chosen Chinese manufacturers for production. Harmer said that Wal-Mart deals with only three or four DVD player factories worldwide -- all in China. Harmer's situation is typical: To sell to Wal-Mart, most brand distributors will be forced have their products made by Wal-Mart's anointed partners in China. "The question is going to be whether the retailers and [Chinese] manufacturers will come together to squeeze money from the traditional brands," said Harmer. As long as he continues to bring Wal-Mart new concepts that sell, Harmer expects to survive, one year at a time. Some retail analysts said that Wal-Mart's dwindling number of vendors will continue to abandon their factories in the American Midwest, as well as transfer production from their factories in Mexico and Taiwan to China. As this happens, massive Chinese conglomerates, such as the television manufacturer TCL, will dominate more and more of the market. And Wal-Mart will increasingly be forced to contend with muscle-flexing by its Chinese partners. And so, there's a new wrinkle in the global game: China may not settle for second fiddle. Chinese manufacturers want to become equal partners with Wal-Mart, playing a role in product development, not just filling assembly orders. They, too, are becoming creative with the use of point-of-sale analysis to respond instantly to the demands of consumers and develop products they want. "We are seeing an emerging shift in product development," said Tom Travis, a trade lawyer at Miami's Sandler, Travis & Rosenberg, who counts Wal-Mart among his clients. Chinese manufacturers "are assuming much more of the functions, creating and designing … the product." This could lead to what up until now, many would have considered an unthinkable scenario in which the manufacturing dominance of China subverts Wal-Mart's control of the supply chain.

Walmart Stores Inc., Refused to listen to over 100 Walmart employees!

October 12, 2011, Wal-Mart Stores Inc. Refused her own family members!  How sad?  Now review links of proof!

Historic Archival Record by:
George Boston Rhynes

The following videos were sent to Wal-Mart Stores Inc., and other agencies.  These links of truth have been used as proof that I was wrongfully terminated on March 20, 2008.  This was at Wal-Mart Store #2615 in Valdosta Georgia and although I was never entered into Wal-Mart reuired 4 week training Store Manager Hal terminated me under the heading of “INABILITY TO PERFORM JOB.”  What a joke?

I will never follow the legend of the Ostrich Bird and pretend that I am in heaven.  When there are hundreds and perhaps thousands of other mistreated Walmart workers in like wise conditions but without an open door to tell their story of truth!

It seems that customers have made Walmart Executives a god beside God and they answers to no one as they continue their mistreatment of workers.  Moreover, over 100 workers were ignored in Bentonville, Arkansas on October 12, 2011 and this placed the real egg on President Duke and Walmart Executives by proving that there is no OPEN DOOR.  Amen!

X1.  Bentonville, Arkansas and rejected by President Mike Duke!
 http://www.jwjblog.org/2011/10/our-walmart-associates-the-99-strive-to-change-walmart-and-change-the-economy/

Video #1.  Introduction and lighting my case of Wrongful Termination!
http://www.youtube.com/user/bostongbr#p/u/1/QeEmLYiD3wc

Video #2.  Military Veterans:http://www.youtube.com/user/bostongbr#p/c/F8744F560A8E12D9/2/1j95YdfoSyA

Video #3.  Wal-Mart Really, Really Need A Union!
http://www.youtube.com/user/bostongbr#p/c/F8744F560A8E12D9/3/Z39W54O8CQs

Video #4.  34 Pages of real proof that I was deliberately denied training.
http://www.youtube.com/user/bostongbr#p/u/7/qZG3XAsGR5k

Video #5. Real typed letters some certified return receipt but was ignored!
http://www.youtube.com/user/bostongbr#p/c/F8744F560A8E12D9/5/tJ5-NCNh8-M

Video #6:  Wal-Mart don’t care about American Workers!
http://www.youtube.com/user/bostongbr#p/c/F8744F560A8E12D9/6/LhiPQIAf6iM

Video #7.  Giving the Global Perspective and warning “The Wake Up Call!”
http://www.youtube.com/user/bostongbr#p/c/F8744F560A8E12D9/7/L_giT4CkyQo

Video #8. Waiting on the Red Phone/Still No Call to hundreds of mistreat workers.
http://www.youtube.com/user/bostongbr#p/c/F8744F560A8E12D9/8/LRk_WvrWWlw

Video #9.  Wal-Mart, your mother, your father, your sister, brother and you!
http://www.youtube.com/user/bostongbr#p/c/F8744F560A8E12D9/9/qq_mFBv-V2o

Video #10.  Wal-Mart Workers and Mistreatment but ignored by executives.
http://www.youtube.com/user/bostongbr#p/c/F8744F560A8E12D9/10/TNFYhsv2zSo

Video #11.  Hello, President Duke, are you listening?  What about your board members?
http://www.youtube.com/user/bostongbr#p/c/F8744F560A8E12D9/11/5UjmoSXAuOM

Video #12.  Back to Mike Duke Part 2 and Board of Directors
http://www.youtube.com/user/bostongbr#p/c/F8744F560A8E12D9/12/YEzCYH4XcSM

Video #13.  Chairmen Glass along with other board members:
http://www.youtube.com/user/bostongbr#p/c/F8744F560A8E12D9/15/Ud-SXQnyxuk

Video #14.  Our Wal-Mart and Wal-Mart Executives
http://www.youtube.com/user/bostongbr#p/c/F8744F560A8E12D9/13/I7LSPQueb_k

Video #15:  Chuck Part I.  Worker Tells Real Truth
http://www.youtube.com/user/bostongbr#p/u/4/PHg5cTgIaGM

Video #16.  Chuck Part II.  Worker Tells Real Truth
http://www.youtube.com/user/bostongbr#p/u/5/N1DjljR3EYE

Video #17. Labor Day Justice, President Barack Obama Picture and more:
http://www.youtube.com/user/bostongbr#p/c/F8744F560A8E12D9/12/YEzCYH4XcSM

Video #18. Blacks are Often Ignored much like Wal-Mart has ignored me for over 3 ½ Years.
http://www.youtube.com/user/bostongbr#p/c/D36C9145A84595D2/9/CKV5Pqrh4dc

Video #19. Retired Veteran Tells his story about Mr. Sam Allen Mind Set:
http://www.youtube.com/user/bostongbr#p/c/F8744F560A8E12D9/22/kMkt22aGaZ0

Video #20. Part I.  Wal-Mart “Potato Wedge Queen!”  Tells her story of truth!
http://www.youtube.com/user/bostongbr#p/c/F8744F560A8E12D9/23/r_IVM5ZuD8c

Video #21, Part II.  “Potato Wedge Queen!” Tells her story of truth!
http://www.youtube.com/user/bostongbr#p/c/F8744F560A8E12D9/24/J6vLZxUSzj4

Video #22.  Wal-Mart Open Door Policy of Deception!
http://www.youtube.com/user/bostongbr#p/c/F8744F560A8E12D9/25/gG_UGN5AGTA

Video #23.  Wal-Mart Workers Demands Respect (Our Wal-Mart)
http://www.youtube.com/user/bostongbr#p/u/2/h69-5OCHJlk

Video #24. Wal-Mart, Georgia State Senators Questioned about “Workers Right”
http://www.youtube.com/watch?v=J8gKdeDyQ_s&feature=BFa&list=ULsG8n2c_2zHw&lf=mfu_in_order

Video #25. Wal-Mart Stores Inc. President Obama and what Blacks have faced as a people!
http://www.youtube.com/user/bostongbr#p/c/D36C9145A84595D2/10/TbWCmxN9YTc

Video #26. Wal-Mart ignored me for 3 ½ years and they are not alone in ignoring Blacks!
http://www.youtube.com/user/bostongbr#p/c/D36C9145A84595D2/7/0bLeGtNfG2A

Video#27.  Wal-Mart Ignoring me seems to reflect an Old 1860 Valdosta City Charter!
http://www.youtube.com/user/bostongbr#p/c/D36C9145A84595D2/3/Jm2_DJvKH10

Video #28.  Rhynes Addresses Top Leaders, and challenge to answer valid questions!
http://www.youtube.com/user/bostongbr#p/u/0/PSu0pijEgHM


GEORGE BOSTON RHYNES
Wrongfully Terminated and Untrained Wal-Mart Sporting Goods Department Manager
Retired United States Armed Forces Military Veteran Vietnam Era
Former Business Owner For fourteen Years “Valdosta, Georgia”
Former President of the Valdosta-Lowndes County NAACP

777. Wal-Mart Workers "out for respect"

#8. Wal-Mart, No Answers Received!

Employment At Will: What Does It Mean? - Free Legal Information - Nolo

Employment At Will: What Does It Mean? - Free Legal Information - Nolo

#8. Wal-Mart Video, Georgia Workers and my closing prayer!

Questions Wal-Mart will NOT or CANNOT answer! Why? Below a former department worker provides his letter!

1st Post on August 22, 2009,

July 11, 2011

 Former Sporting Goods Department Manager [Walmart Store #2615]
Valdosta, Georgia

TO: Wal-Mart Store Inc.
President McMillon, Board of Directors (Respectfully)
702 S.W. 8th Street
Bentonville, Arkansas 72716

Several Wal-Mart Assistant Manager and Associates in the Valdosta-Lowndes County Area just informed me. That my successor at Wal-Mart Store #2615 Sporting Goods Department Manager (a white female) took over my position as Sporting Goods Department 9, Manager of which I was wrongfully terminated on March 20, 2008 for “Inability to perform Job.”

Well, this is an “Open and Public Request” that I be sent copies of the following documents from Wal-Mart showing that I received the Wal-Mart Four Week Training as the present Sporting Goods Manager as requested below: Mr. President/CEO Board of Directors, Store Manager of Store #2615, Co-Manager Andy, Assistant Manager Frank, Trina, Shannon, and others at store #2615.

This is a valid request and one that should be easy to complete by simply providing proof that I received the same training as the present department manager and I will close this case permanently.

a. Who was assigned as my (George Boston Rhynes) trainer? (Just copies, that’s all)

b. What Wal-Mart Manager entered me (George Boston Rhynes) into training? (Name and Document, that’s all)

c. Who followed through with training until it was completed (Name and a simple copy of the document)

d. Which documents did I date, initial off on and provide my signature that I was properly trained? (Just add them in your letter to me, that’s all)

e. What Wal-Mart Assistant Manager dated, initialed, and signed off on the required documents of Wal-Mart Stores Inc., Four Week Training Program as required upon the completion of the Four-Week Training Program for (Sporting Goods Department)? (Just send copies of these documents that are required to be completed, that’s all)

f. Where are the copies of the dated, signed and initialed documents of trainers, assistant managers etc. Along with my dated, initials and signatures for each of the items above? This is to include both start and completion dates in which I completed the required training. Then just mabe a person of average intelligence could be able to understand why Store Manager Hal could terminate a worker for “Inability to Perform Job.” (Again documents will satisfy this request also, that’s all)

Mr. President, this should be an extremely easy task for a person with your level of training, intellect, and professionalism. Simply make copies of above documents and send them to me by United States Mail----to refute my arguments. Once received, I will end my arguments about my WRONGFUL TERMINATION, and that will put an end to this controversy.

Moreover I should NOT have to wait a year to receive your response showing that I was not discriminated against or treated unfairly by Wal-Mart Store Manager Hal in my wrongful termination on March 20, 2008.
Again, would appreciate a reply within 10 (ten) days. It is a SIMPLE request especially since the White Female Sporting Goods Department Manager received the Wal-Mart Four Week Training—which I was denied for whatever reasons.

In addition, I had no knowledge of this being done until Wal-Mart Assistant Managers and Associates contacted me on the matter.

Mr. President, is this not strange that one employee was treated differently from another at Wal-Mart Store #2615? Several of these assistant managers are no longer employed but agree that my termination was unfairly done. And they are concerned about the treatment of remaining associates at Store #2615 in Valdosta, Georgia.

I have included a letter from a former Wal-Mart Associate that worked in the department during my tenure. I have been inform that others will be providing letters about the conditions that remains at Wal-Mart Store #2615, and that disrespecting workers rights is a routine practice.

Therefore I insist on being treated as an American Citizen with workers rights. I will never accept being treated as a worker in China or in some other third world nation. So as a retired military veteran that served this country with honor and distinction refuse to leave my fellow family workers to suffer what I have suffered. And still suffer because I remain unemployed because of unfair practices. I await your timely response. Thanks.

SIGNED AND POSTED

GEORGE BOSTON RHYNES Atch:
Former Wrongfully Terminated Wal-Mart Department 9, 1- Letter from an Associate that knows!
(Sporting Goods)

SPECIAL NOTE: The following letter was given to me on July 10, 2009 at 4:15 P.M.

This Former Wal-Mart Associate, Mr. Charles Judge, was terminated a few months following my wrongful termination. He insisted on writing a letter concerning his experience and my wrongful termination. He was an Associate at Wal-Mart Store #2615 in Sporting Goods Department while I was the department manager.

{This is his story, and he volunteered to write this letter to: Whom It May Concern).

My wrongful termination has become a matter of concern for several associates including managers in this area. You can be expecting more letters. However they will be directed to the American people and NOT necessarily to Wal-Mart Stores Inc. Mainly because it has become Godly Clear that workers rights are not being respected at Wal-Mart Stores #2615, and we the people continue to bury our head in the sand concerning this long period of mistreated Georgia Workers. Then nothing will change. But I am more that 100% sure that things will be changed and workers can once again back shopping at Wal-Mart Stores Inc., and start informing their family members and others----that Wal-Mart has changed its ways and now treat workers as real American Citizens.
===========================================

August 10, 2009

Mr. Charles JudgeValdosta, Georgia 31602
TO: The General Public & Wal-Mart Executives

(On Behalf of George Boston Rhynes Wrongful Termination
And Remaining Wal-Mart Associates at Store #2615)

As a former Wal-Mart Patron, and later employee at Wal-Mart Store #2615, located in Valdosta, Georgia at the time when George B. Rhynes was Department Manager of Sporting Goods. I must first inform Wal-Mart Managers and the American People that that Wal-Mart abuses its employees and covertly avoids customer service at store #2615.

I will first offer my view on my 1st Sporting Goods Department Manager George Rhynes. He was fair to all associates and always worked hard to try to satisfy the ever changing, (and demanding) task of reach around your ass to scratch your elbow work projects being constantly required of us.

I must explain that at Wal-Mart Store #2615 there are all chiefs and no Indians. One manager will come by and ask you to do a large, (often ridiculous) project; and about time you finish another manager, will come by and tell you to move etc., do something else, or undo it, then the previous or another manger will come by and want to know what and or why you’ve seemingly got nothing done. This scenario is played out daily and often with many projects simultaneously given without regards to previous assigned tasks and suspense’s.

This is the main reason why Wal-Mart isles are always piled up with boxes and pallets of indecipherable merchandise. In my case I applied during Christmas for part time cashier as I already had a job I liked and they liked me. (Manager and Arms Truck Stop)

After several interviews where by it was clearly, disclosed that I have neck injury problems and heavy lifting was out of the question, Wal-Mart offered me a position as sales assistance in Sporting Goods Department and my primary requirement was “to sell guns {which I excelled at} and constantly had customers lining up to buy guns from me. These customers also consistently told management of my outstanding service, attitude and product knowledge of gun sales and in the area of customer service. (Ask any of them)

My reviews resulted in raises and Wal-Mart asked me if I would quite my other job to work their full time. The old skies the limit speech I guess won me over to quite my other job thinking the grass was greener on Wal-Mart Side! And after seeing that I had a knack for gun sales, (that it just wasn’t Christmas Rush), I did give my notice to AMS and went full time at Wal-Mart and within day’s George was fired as Sporting Goods Department Manager. And I was asked to fill his vacant position.

Well after seeing how hard George worked and that his product knowledge etc. was top notch. I declined, not wanting to be put in the position of having to be in two places at once, and be responsible to try to satisfy and kiss too many asses, of who themselves were ever stressed with the same.

Well they begin laying Sporting Goods Department Managers responsibility on me anyway, without hiring the required amount of help. (They were already short two people shift in that department when I started and now I was alone trying to do the job for three, at the very least.)

But instead of appreciation I was told to ignore Wal-Mart customers to do heavy lifting of which I was not able to perform without violating my doctor’s orders. I complained that that was a violation of our hiring agreement and my doctors orders (which I provided a copy of) and was told by Wal-Mart Store #2615 Manager Hal Hallwell “that is why we have workers comp” what the hell man?

Anyway, I experienced what George was put through, plus to top it all off, I was hurt. And when the job orders had re-injured my neck (and put me down for months), I have yet to fully recover. They fired me for filling Workman’s Comp claim and refused to pay any Medical or Compensation until I was so broken I had to take a small settlement just to keep a place to live to maintain my family well being. This took a year.

On June 17, 2008 I was given a “pink Slip” stating no rehire. Then on June 17, 2009 I filed for unemployment insurance, as I want to try to go back to work but Wal-Mart claimed in writing that “I quit” thus exempting me from those funds. I considered this to be unfair, Un-American and against Workers Rights.

Therefore I have appealed my firing and disgraceful termination notice to the“Georgia Department of Labor” and faxed them a copy of all pertinent documents. In fact, I actually presented this document in person in addition to sending them a copy. Now they are entering other grounds not previously considered or ruled on. The point being George is on to something when he says, “Wal-Mart has become a “god beside God” and answers to no one.

Moreover it seems that Wal-Mart have become a dictator in this country (and likely others too). They have and are killing small businesses. I actually heard a Wal-Mart commercial pushing socialized health care on talk radio. Well, no matter your view on President Obama’s Universal Health Care (Communism). This is not Wall-Mart or any other company’s domain, unless they are government agents. This can of worms is endless.

Any way when you go to Wal-Mart and can’t get help or the employees avoid you when you need customer service please understand that this is what Wal-Mart Stores Inc. Executives wants and NOT their employees.

We get reprimanded for taking time to actually provide any real customer assistance.Wal-Mart only needs mules to move around a bunch of China Made Junk for American Suckers. It is becoming clearer and clearer that Wal-Mart Stores Inc. cares little to nothing about there workers or providing good service to their customers. Well not me, anymore. I have seen the light!

SIGNED AND POSTED

CHARLES JUDGE
Former Sporting Goods Department Worker
(Offered Department Managers Job but refused)
Store #2615, Valdosta, Georgia

Wal-Mart Dept. Manager #4.

Video #3. Wal-Mart Store #2615

Wal-Mart 2. Valdosta Store No. 2615

Video #2. Wal-Mart Wrongfully Terminated Workers and how they are ignored for years without even a courteous response! This is a serious matter because there are many more and they are now speaking out on behalf of their family members and loveones. GBR

George Boston Rhynes

VIDEO #1. Wrongfully Terminated Department Manager "Sporting Goods"

George Boston Rhynes Tells about Wal-Mart Store #2615 and how workers are ignored when it comes to getting answers.