Green Mountain Resort Case Study
Benjamin L. Martinez
Green Mountain Resort was initially constructed as an attractive amenity for home ownership in the Appalachians. Property owners received a membership to the resort and were offered a not only a home, but a lifestyle. The problem with this strategy was that Green Mountain was made for buyers and not vacationers. As it had happened with other developments in the past similar to Green Mountain, the fear that once there were no homes there would be no more buyers and the resort would eventually lose its appeal and go out of business. After the investors decided to continue to have the operation running, the second issue was that of personnel turnover. Since it was not a big operation, there was not much room for advancement, and turnover was inevitable.
The root problem in this case is that Gunter wishes to eliminate or reduce the turnover rate in employees. “Turnover costs include productivity losses during training, recruiting and lost work while a position is vacant” (Lucas, 2012). Though the Hotel/Restaurant industry are lower paying, they have a 37 percent turnover rate which can add up quickly and affect the bottom line in an organization (Lucas, 2012). It’s important for businesses to work on creating environments that retain employees, and it is also important for HR to be aware of those people who will make a good fit in the organization.
Which of the six change images discussed in this chapter can be identified in the assumptions about managing turnover that were held by: Gunter, the hospitality literature, and the consultant?
Gunter displays a change manager as a coach to the new students who provide exceptional customer service at the resort. “In the coach image, the assumption is that change managers (or change consultants) are able...
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