In fact, Disney amusement theme park needed visitors wait long queues and delays which were a frequent occurrence in every entertainment facilities line. Disney theme park as sets of rides, spectacles and leisure mechanisms are intended to entertainment and spark the imagination of clients, allowing visitors to escape their daily routing. In result, waiting is often a problematic issue that can influence Disney visitor experience and that can appear as one of the principal motives for complaining. As Disney visitor demand fluctuates constantly and demand patterns are often difficult to predict. It caused extra staff needed for the extra line. Finally, priority services such as fast line system facilities segmentation of its amusement park. When Disney offer the possibility of purchases a fast line, which are creating two different group. Disney visitors who are highly sensitive to waiting times are willing to pay to avoid or reduce lines or visitors that are highly sensitive to price that prefer to wait rather than to pay extra money. Also, Disney provides extensive training opportunity for participants through its own Disney university. The question of whether their training opportunity can lead the improve human resource activities. On the third hand problem, Disney are also worried that employees may leave it and join other competitor to serve their parks after training. Disney shows a trend of increasing depending on human capital other than physical capital. It thinks human capital is the knowledge, skills, ideas and commitment of its employees. It explains that investing in training and development is essential to its client service growth. In fact, Disney had owned enough entertainment facilities, restaurants, hotels, shopping centres within theme park, but its visitor numbers are increasing to need to be served satisfactorily. However, it needs to train cleaners, entertainment facilities service staffs, queuing service staffs, hotels, restaurants, shopping centres service staffs, instead of it's entertainment facilities attraction.For the final example, 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.