Mountain Dew Resort Patricia Atwell had just accepted a position as the HR Head for the Mountain Dew Resort in California. The resort's profitability was declining, and Patricia had been hired to evaluate the situation from an HR perspective and to make recommendations to the headquarters management. Feeling a little over-whelmed by this task, Patricia pondered where to start. There had been an extreme high employee turnover rate in the past few years, the quality of the resort's service had declined and many regular clients were not returning. Patricia decided to start with the clients by interviewing some of them and asking others to fill out a common slip about the resort. Many clients criticized the poor service from every type of staff member. One regular client said "This used to be a happy, efficient place. Now I don't even know if I will come back next year; the atmosphere among the workers seems dismal; nobody ever looks happy". After reviewing the customer comments card, Patricia decided to investigate staff relations and job performance at the resort Patricia began to investigate trends and practices regarding hiring and placement. In reviewing the files, she noticed that the labor pool had become