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Finally, it is not conducive to the stable development of the club. The key point for an enterprise to keep its stable development capacity is the core human resources which has the long-term presence in the enterprise, and always maintain their competitiveness (Tom, 2007). And frequent movement of personnel is unable to ensure the expansion of numbers and the improvement of the quality of its core human resource group.
 
2.2 The Deficiencies of Overall Human Resources Planning
Firstly, due to the unsound of the overall human resources planning and the system building, the staffs of the club can easily skirt the system. On the second day of Tim’s interview, he has found that the employees does not work in accordance with the regulations has become to routines. This is harmful to the management and the development of the club, which also provide an adequate explanation of the deficiencies of the constrained regulations of this club. In addition, this situation also indicates that in implementation of the existent regulations also have some deficiencies.
 
Secondly, managers of the club lack a comprehensive understanding of the overall planning of the human resources. The overall planning of human resources is the arrangements of the overall objective, the general policy, the overall steps of the implementation and the total budget and so on, which are utilized by the human resources development during the period of the planning (Lynne, 2003). Case shows that as a club which mainly provides services for its customers, its previous managers have neglected the importance of the overall planning of the human resource. They always focus on the specific business plan primarily which certainly will cause the low efficiency of human resources planning.
 
Finally, the club lacks the scientific and systematic management skills and the excellent management personnel which make the club have no capability to implement the overall planning of human resources. Therefore, managers of the club's human resources management department can only meet the human resources needs passively which are put forward by the CEO. They can not make any appropriate forecast and preparations for the future human resource needs which are according to the club’s overall development strategy and the actual development situation. And it is also difficult for them to provide the timely and efficient service for the development of enterprises.

3. Countermeasures and Recommendations  对策及建议

3.1 Corporate Culture construction
Managers should attach importance to the construction of the corporate culture (Gerald, 2007). Firstly, the construction of corporate culture should not tend to be symbolic and image-based. It should focus on strengthening the essential content of the corporate culture, and to construct the corporate culture which has the characteristics of its own. So that the staffs within the club may have common values, and the staff loyalty and cohesion can also be increased and enhanced.
 
Secondly, adapting to the requirements of knowledge-based economy knowledge and the establishment of learning-oriented enterprise should be the important content of corporate culture. People's quality is not inherent and spontaneous, it acquires learning and training. First-class staff qualities are from first-class educat本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。