Following in the footsteps of the purchasing department were the quality assurance department, ethical standards department, and internal audit department, whose management spoke of their decision privately with employees. "The principle of the layoff is to be without principles. Your leaving or staying has nothing to do with your time at the firm, competence, or achievements," says the chief of the quality assurance department, which Li worked for.

Eighteen out of the 53 staff in Li's department were forced out. During the talk, the chief and the human resources manager offered a notice of employee termination and a compensation agreement, but no explanation for the dismissal. The dismissed staff were also informed to leave the company on the same day and stop use of their credit and employee cards, which Wal-Mart had offered them before.

"We were totally unprepared. Neither did the company consult us nor did it arrange other positions for us. We are so angry about the unfair treatment we have received," another employee, Zhao Liang (a pseudonym) says.

According to Dong, the reduction was meant for positions rather than individuals. He explains that after a revaluation of the purchasing system's working procedures, some positions were found to be redundant. For instance, the company claims that it no longer needs to examine products which have already passed quality control procedures at the manufacturer or supplier. "Therefore, the quality inspector position is no longer needed. No matter how excellent the inspector is, he'll be dismissed." says Dong.

But according to Zhao, the work of the dismissed 18 staff in the grocery section is totally the same as what the rest 35 were responsible for, and those dismissed were no worse than those who have survived. "Why should we be expelled now that we are qualified enough for the job and there are no reasonable principles or standards?" he asks.

Such fierce reactions from employees were not found in staff reduction of other branches in Shenzhen and Dongwan, where it is said that clear standards were given. For example, the Shenzhen branch adopted a method of first dismissing those who wish to quit themselves, then the new employees and those with poor performance, and giving priority to stay to old employees and those with outstanding performance.