Disney observes that spending on training and development is typically regarded as consumption, instead of investment. On job training usually can't be replaced by formal education, therefore Disney chooses to make contribution on providing further training and development to employees. Disney paid salary for staff training, which included classroom, seminars, symposia or conferences; computer based training, on site training, book and periodicals reading, formal mentoring and informal mentoring program opportunities to meet its old staffs and new staffs both needs of motivate factors to achieve advancement, achievement, personal growth responsibility and achievement and recognition to raise its business performance effectively and efficiently. However, Disney's amount of training has a positive influence on intrinsic motivation of its employees. Job satisfaction, salary, working condition, its policies, administration, relationship with supervisors, peers and subordinates are Disney factors to influence it's human resource activities performance. Disney training contents include these functional area: Raising excellent service performance include that hotel food and beverage service delivery, shopping center, merchandise sale, restaurant service, entertainment facilities queuing waiting service, cleaning and enquiring how to go different locations in Disney, cashier service etc. They are very important to influence visitor numbers. Disney implementation of knowledge management solution to improve queuing waiting line process. The use of Disney front line service staffs as human capital combined with knowledge of customer preference has made the fast pass an innovation solution to enhance queuing in the Disney theme parks. Disney ability to capture customers in virtual queues when giving them a pleasurable waiting experience has made them a leader in knowledge management initiatives in the service industry. Disney's emphasis on human capital within their theme parks, combined with traditional queuing theory to create more pleasurable waiting environments. Hence, Disney showed the value of tacit employee knowledge integrated with traditional queuing theory to reduce loss of customer satisfaction to enhance, goodwill and profitability. Knowledge management expresses itself as human action in form of evaluation, attitudes, points of view, commitments, motivation etc. It seemed that Disney agreed that human capital (people, knowledge, ideas, creativity) maybe today's most valuable commodity.Knowledge Management Strategy was used to queue control from Disney. Disney managers have long understand the pressure of waiting time and revenue; who know that every minutes spent waiting in queuing is a minute that the client is not generating revenue. So, Disney managers have processed with design of a reservation system recognizes that guests can be freed from physically standing in the actually and perception of waiting by allowing guests to engage has arrived. Cope et al., (2008) showed that" the system was first tested at Disney in 1998. Managers assessed the system by surveying guests who used it. Results were positive and indicated that guests spent substantially less time in queuing, spent more per capita, and saw significantly more attractions, satisfaction level sky rocketed.The system was expanded in 1999 to include five of the most popular park attractions and was named FASTPASS. The system has since been expanded to all Disney theme parks worldwide, and is now in use by over 50 million guests per year .That guests have two options .Namely, they can choose to Obtain a FASTPASS ticket and come back a later, designed time or Wait in a traditional queuing. Guests are assisted in making their choice by information regarding estimated waits of both options.