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ions and trainings.  Managers should put education as a core of the business philosophy so as to guide business operations and managements. In 1990s of the 20th century, the United States and other developed countries started to build the learning-oriented enterprises. Managers of these enterprises organized and guided their employees to update their knowledge continuously, to learn new knowledge and skills, and to develop an open way of thinking (Susan, 2006). These learning-oriented enterprises have laid a solid foundation for the economic and social development of those developed countries. The study shows that, for education and training, every one U.S. dollar was invested, the returns were 50 dollars. At the same time, managers of the club should reform the personnel system, and establish the values of capacity and quality, so as to create a competitive learning atmosphere. In addition, they also need to use a combination of various incentives to encourage the learning and enhance the learning initiative and the enthusiasm, and make their staffs to promote the entrepreneurial spirits with a better mental outlook consciously.

3.2 Staff Management
Firstly, managers of the club should adopt appropriate measures which are aiming at eliminating the phenomenon of the talent deficit. First of all, they should design the compensation system to provide staff with a competitive salary. The compensation system should emphasis on the intrinsic rewards particularly, such as the sense of work achievement, responsibility, personal growth and so on (Chris, 2004). Money is not always the best reward to the staffs, and the greatest satisfactions which are achieved from their work can be the best reward too. Then, based on the characteristics of the businesses of the club, and combined with the development planning of human resource, managers should help their staffs to design their personal development plan and career development ladder, and to make the personal development goals and objectives consistent with the development of the whole club. In this way, it not only can promote the common development of enterprises and employees, but it also can reduce the staff turnover rate and liquidity pReference. In addition, managers of the club should strive to create a well environment and give greater job autonomy to their staffs. The creation of this environment can make the staffs fully play their wisdom in their work, and it also can help the staffs to achieve their self value and to exert their potential in the work. 
 
Secondly, for the leaders of the club, including the operations manager, the office managers and the CEO, must face up to the objective reality of staff turnover, and they should maintain the initiative in regulating the movement of personnel. Through the proper management of the staffs, they should keep the rate of staff turnover at a reasonable range, which has a beneficial impact on the business of the club. The main purpose of the staff turnover management is to retain key talents as much as possible so as to maintain the stabilization of the core human resources group, and to ensure the stable development of the whole club (Evan, 2005).
 
Thirdly, managers should respect the needs of their staffs. They should strengthen the communication so as to understand and meet the material and spiritual needs of their staffs initiatively. They also should protect the r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。