The way trade and commerce is conducted nowadays has evolved. Everything involving the operations of the organisation demands a more expeditious means of addressing issues and changes in the external environment. Though this apparently would drive weak companies into the verge of exiting the market, the good ones find a way for this intense demand for constant improvement to their advantage. There are some who find a way to make these incessant demands for change trigger the developmental needs of the company. This is especially true in the case of the hospitality industry. In this industry, the focus is more on the service rendered to the public; hence there is a distinct possibility for it to be indistinguishable and interchangeable. Though the external environment has been regarded by numerous organisational studies to be one of the key elements for organisational success, this end could not be achieved without initially having a strong and stable internal environment. This study will focus on that element of the organisation, particularly of Shangri-la Hotels and Resorts. Specifically, the study shall take into consideration the issue of employee turnover in relation to specific human resource management practices provided by these organisations in the hospitality industry. For this chapter, the subsequent parts shall give further details about the intention of this paper. Specifically, the chapter shall provide for the background of the topic, the actual aims and objectives of the organisation, the plan for the study, its rationale, significance to the existing literature, and its scope and limitations. Background of the Topic
The internal environment provides the foundation on which an organisation establishes a firm base so as the demands of the external environment does not lead it away from its ultimate goals. In the past and existing literature, there are a couple of models on which the internal environment is

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