Read the case study:

Strategic Human Resource Management in Luxury ResortsA Case Study

and provide answers of the following questions.

The labor shortage has been recognized nationally as a major force driving change for decades and is predicted to continue into the future with the shortage having greater impact on the hospitality industry This shortage is even more amplified for resorts that are typically located in remote areas with a high cost of living, low unemployment rates, and a seasonal need for employees These three factors have led to increased turnover and higher overall costs for resorts. In the past 3 years, there have been many media reports on the seriousness of the labor shortage in seasonal resorts due to changes in immigration laws.

Solving the labor shortage problem is the responsibility of the human resources (HR) department. Traditionally, this department has served as support for operations and was viewed as a funnel to provide workers. Administrative functions of the department were viewed as the only contribution of HR to the total organization. This view changed due to a movement in business and industry that treated HR as human capital. Today, in some companies, the HR department has been viewed as a source of competitive advantage and has become a strategic partner at the executive level). This has served to differentiate companies with a strategic HR emphasis from those without. According to what differentiates great companies from their peers is the ability to hire, develop, and retain the best people. The effect of a strategic emphasis in hospitality HR departments has not been documented in the United States, thus the need for research in this area.

This article reports the results of a case study of five luxury resorts in North Carolina. The issues investigated in this article include:

1.	recognition by luxury resort HR managers of the forces driving change in the environment;
2.	competitive methods being utilized to solve the labor shortage;
3.	resources allocated to these competitive methods;
4.	alignment of the three elements of the model with firm performance.

(Minimum of 500 words for all answers)

Q1: Resort managers typically look to human resource (HR) directors to develop strategies to solve this problem. Define and explain the problem?