Costco’s vision and mission Costco generated almost $60 billion in revenues in its last survey making it the third leading retailer in the United States today. It has approximately 57 million members worldwide with hundreds of warehouses spread in different countries. Costco is a global company that sells various kinds of merchandise, from sports to home needs and appliances, to jewelry and seasonal products. It is a major competitor in the world market, competing with retail giants like Wal-Mart and Sam’s Club. Costco sells its goods and branded merchandize to members only who are mostly retail stores. The business thrust that has become a trend nowadays is ethics. Costco’s aims and vision emphasize ethical standards in business. The company aims for quality products and services for its customers and it says it has to maintain low priced products for its millions of members (Costco, 2014, para. 1). The company’s philosophy of respect and care for its employees is unique in the sense that this is emphasized in the company policies and HRM practices. The Costco code of ethics promotes that employees must be law-abiding, take care of the members, and honor suppliers. Mr. Jim Sinegal, the CEO, asked the employees to help promote this business ethics. Costco’s HR related issue While other retail giants provide low wages for their employees so they can sell low-cost products, Costco rewards its employees with high salaries, bonuses and other benefits and, at the same time, sell low-priced goods and branded merchandize. It is unique in the annals of marketing and management in the sense that it is “selfless” management. Costco’s strategic human resource management (SHRM) provides best practice by motivating employees so they can perform better and give their best shot for the company. Motivating and giving benefits to employees to improve their performance is considered best practice in the industry (Gandolfi, 2013, p. 44). Costco’s case is unique but has its consequences. Costco’s employee management is in contrast to Wal-Mart’s although both sell low-cost products. The difference is in the implementation, the objective and the effects. Costco pays its employees an average of $17 per hour (although the starting salary can be $10 per hour till it rises to $17 or $18), an amount higher than its biggest competitor, Sam’s Club, which is owned by Wal-Mart (Gandolfi, 2013, p. 43). Costco employees have health benefits paid at 8 percent when sales rise to 25 percent, and the company also provides mid-year and year-end bonuses (Cascio, 2006, p. 28). Analysts argue that Costco provides more benefits to its employees than Wal-Mart, but Wall Street analysts criticize Costco for its generosity to its employees, citing a misalignment between strategy and human resource management. However, this so-called misalignment has caused Costco’s shares prices to go up in about 12 months, with Wal-Mart’s stock prices decreasing by 5 percent, which meant that Costco’s strategy was effective (Lepak & Colakoglu, p. 38). The shares prices continue to grow while the strategy is being implemented. Costco’s strategy involves meeting the needs of customers and employees all at the sa