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For the case analysis on the Money Is Not Always the Best Reward, the writer will start from the problem analysis, particularly the human resource management problems about the club where Tim works in. And these problems are the bottleneck of the development and growth of the club. Through analysis, the writer will classifies these problems firstly.
本案例分析钱并不总是最好的奖赏，笔者会从问题分析，特别是蒂姆工作的地方的人力资源管理问题。而这些问题是俱乐部发展的瓶颈。通过分析，笔者将首先分类这些问题。

This report mainly can be divided in two parts. The first part is the problem analysis. In this part, the writer will mainly analyze two problems of the club. These are the deficiencies of staff management and the deficiencies of overall human resources planning. The second part of this report is the countermeasures and recommendations. According to the problem analysis, the writer will give some recommendations on the development of human resources of the club, which are including the development of Proactive Overall Planning Of Human Resources, Staff Management and Corporate Culture construction and so on.
本报告主要可分为两部分。第一部分是对问题的分析。在这一部分，笔者将主要分析了俱乐部的两个问题。这是员工管理的不足和整体人力资源规划的不足之处。本报告的第二部分是对策和建议。根据问题的分析，笔者将给予俱乐部的人力资源，这些资源包括主动的总体规划人力资源，员工管理和企业文化建设等方面的发展的一些建议。

2. Problem Analysis 问题分析

2.1 The Deficiencies of Staff Management
Through the analysis of the case, the writer found that there are many problems existing in the staff management process of the club. Firstly, Tim has found that the conflicts between staffs and leaders, or between the staffs and customers and even among the staffs always exist. And the roots of these conflicts are the deficiencies of the staff management. Secondly, there are many problems in the leadership information transmission process. The most prominent one is that when faced with a problem, a staff may receive different commands from the different managers. This situation always causes the confusion of the staffs. Lastly, the deficiencies of the staff management also lead to the inefficient management of the club. And the case also shows that these problems have not received sufficient attention of the operations manger and the office manager of the club. And it directly results in the increasing rate of staff turnover. And the frequent movement of personnel has brought many negative effects to the club.

Firstly, it will lead to phenomenon of talent deficit. In an enterprise, those staffs whom leave initiatively usually are the more experienced technical personnel or management talents, and at least they are the skilled-based employees whom are fully capable to their jobs. In addition, the process of the recruitment and training of the enterprise also need more investment which will result in the continued loss of business costs (Mark, 2009).

Secondly, staff turnover will damage the team work of the club. The success of an organization is inseparable from the successful team building and team spirit. However, the formation of team spirit needs a long time to cultivate. The tacit agreement and the joint efforts which are formed in the long time collaboration between employees and leaders will be broken by the frequent movement of personnel.
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