| The purpose of this study was to provide leaders in the health club industry with a comprehensive analysis containing strategies reflected by current industry practices, trends, forecasts as seen by the managers, and guidelines for success. Twelve facility managers participated in this study. All participants were employed by a health club and were responsible for the operational aspects of the facility.; This study employed a qualitative methodology. Each participant was interviewed based on a guideline that included facility data, financial management, marketing management, human resource management, and operations management.; A success factor ratio (SFR) was developed to assess the level of success for each facility. The SFR incorporated four variables that represented the financial outcome, membership attrition, employee turnover, and operational efficiency.; Two independent analysts were used to assess the managers' knowledge, ability, and utilization of management strategy within finance, marketing, human resources, and operations. The analysts evaluated the interview transcripts using a Behaviorally-Anchored Rating Scale (BARS).; Four Spearman's Rank Correlation Coefficients were calculated. Each topic grouping's ranks were correlated with the SFR ranks to determine the level of relationship. A cross-case analysis was also conducted to determine similarities and differences among the managers.; The correlation results indicated that significant relationships existed between financial management and facility success, as well as between human resource management and facility success. Marketing management and operations management, when correlated with the SFR, indicated no significant relationship.; The cross-case analysis suggested that facility managers were receptive to the financial necessities of health club operations. Most of the managers in this study used human resource strategies to reduce employee turnover, a prevalent problem among the facilities. While many of the managers utilized marketing strategy, many did not recognize the strategies as "marketing" per se. Within the scope of operations management, most of the managers viewed operations as daily facility activities, without in-depth recognition of risk management plans or inventory analysis methods.; The results suggest that management strategy is important to the overall operations of a health club and that, while managers are sensitive to strategy, they need to improve their utilization proficiency. |
