GARDEN SIDE RESORT CASE
Garden Side Resort was established in 2001 by Mr. and Mrs. Garcia. The resort has two (2) large pools, a hotel with five (5) family suits and 20 ordinary rooms, has a restaurants, a bar and a function room for any occasions that can accommodate 500 pax.
At present the resort is planning to expand to include additional room and other amenities. However for the past years, the resort experiences fast turn-over of staff started when the President of the employees Union resigned.
Is it possible for the resort to pursue its plan? Help!

I. POINT OF VIEW
As an analyst

II.OBJECTIVES * know if the resort can pursue the plan of expansion * to give recommendation

III.CASE FACTS a) Fast turn-over of employees b) President of the Union resigned
IV.STATEMENT OF THE PROBLEMS
How the resorts pursue its plan?

V.STATEMENT OF ALTERNATVES a) Improving the work environment b) Improving HR practices c) Organizing for employee retention

VI.SELECTING BEST ALTERNATIVES
Improving the work environment

VII.CONCLUSION
In the world of business, the high rate of employee turn-over can be a significant problem. Economic research suggest that for some industries it can cost up to one-fifth of an employee’s annual salary to find, train and hire a suitable replacement. If turn rates are too high, this represents a significance sunk cost for the company that can be recouped.

VIII.ACTION PLAN
By improving the environment at work by means of paying more, offer potential for advancement, rebalance the work load, offer competitive benefits, encourage friendly employee relationships, trust your employee’s with responsibility and ensuring that the company is optimally-organized, it’s possible to keep turnover at a healthy minimum. So that, for now the company cannot pursue their plan to expand because it cost high, and their