Carnival UK: HR Lifecycle, Performance, and Legal Compliance

This report offers a comprehensive analysis of Carnival UK, encompassing financial performance, HR practices, and legal compliance. It begins with an examination of financial statements, including profit and loss accounts, and balance sheets. The report then delves into key performance indicators (KPIs) for restaurants, such as profit per meal and labor per hour. Furthermore, it explores the HR lifecycle of a food and beverage manager on a cruise ship, including recruitment, career development, and termination. The report also addresses performance management, outlining goals, actions, and measurements for improvement, particularly concerning staff retention. Finally, it discusses specific legal regulations relevant to Carnival UK's operations, emphasizing the importance of compliance. The report provides insights into the cruise industry and offers recommendations for enhancing business performance and employee management.

Running head: CARNIVAL UK
CARNIVAL UK
Name of the Student
Name of the University
Author Note

1CARNIVAL UK
Table of Contents
Activity 1.........................................................................................................................................2
Activity 2.........................................................................................................................................5
Activity 3.........................................................................................................................................7
Activity 4.........................................................................................................................................9
Activity 5.......................................................................................................................................12
Activity 6.......................................................................................................................................13
Activity 7.......................................................................................................................................14
Activity 8.......................................................................................................................................15
References......................................................................................................................................16

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Activity 1
Dr Kate a/c Cr
Date Particulars L/F Amount Date Particulars L/F
Amoun
t
6-Feb To Bank 5001 1-Feb By purchases 5001
5001 5001
Dr. Purchases a/c Cr
Date Particulars
L/
F Amount Date Particulars
L/
F
Amoun
t
1-Feb To Kate a/c 5001 28-Feb By balance a/c 34553
1-Feb To Harry a/c 29552
34553 34553
Dr Harry a/c Cr
Date Particulars L/F Amount Date Particulars L/F
Amoun
t
17-Feb To cash 29552 1-Feb By purchases 29552
29552 29552
Dr Catering Cr
Date Particulars L/F Amount Date Particulars L/F Amoun

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t
28-Feb To balance 2008 14-Feb By bank 2008
2008 2008
Dr Sales beverage Cr
Date Particulars L/F Amount Date Particulars L/F
Amoun
t
28-Feb To balance 42493 3-Feb By cash 11203
10-Feb By cash 8966
17-Feb By cash 11710
24-Feb By cash 10614
42493 42493
Dr Sales food Cr
Date Particulars L/F Amount Date Particulars L/F
Amoun
t
28-Feb To balance 6837 3-Feb By cash 1824
By cash 1687
By cash 1611
By cash 1715
6837 6837
Dr Bank a/c Cr
Date Particulars
L/
F Amount Date Particulars
L/
F
Amoun
t
14-Feb To catering 2008
6-
Feb By Kate 5001
28-Feb To balance(overdraft) 2993

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5001 5001
Dr Cash a/c Cr
Date Particulars
L/
F Amount Date Particulars
L/
F
Amoun
t
3-
Feb To sales beverage 11203 17-Feb By Harry 29552
3-
Feb To sales food 1824 28-Feb By Balance 19778
10-
Feb To sales beverage 8966
10-
Feb To sales food 1687
17-
Feb To sales beverage 11710
17-
Feb To sales food 1611
24-
Feb To sales beverage 1715
24-
Feb To sales food 10614
49330 49330
Trial Balance
In the books of Carnival UK, Trial Balance
Particulars l/f Debit Credit
Purchases a/c 34553
Cash a/c 19778
Harry a/c

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Kate a/c
Bank a/c 2993
Catering a/c 2008
Sales beverage 42493
Sales food 6837
54331 54331
*All figures are in £
Activity 2
All organizations performing in the domain of business would be required to ensure that
they are successfully able to carry out their operations and ensure that they do so in the most
competitive manner (Ansoff et al. 2019). However, with respect to this, very often it becomes
considerably important to track the performance of the firm through the presence of some
indicators which will assists in assessing whether the performance of the business is as per the
defined standard or not. More so, the measurement of the overall performance of the business
tends to become even more critical to measure when the financial indicators can be assessed.
Hence, given below are the indicators which can be rightfully used in order to measure the
overall financial performance of a restaurant.
Profit per meal
The profit per meal can be understood to be a useful measure which can go a long way in
assisting the business to understand the amount of profits which a business is incurring if
calculated on a per meal basis. This indicator can serve as a useful measure for the restaurants
and go a long way in assisting the different businesses to understand whether they have been
performing well or not. The calculation will be based on single meals as prepared by the

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restaurant. In this manner, the restaurant will be able to measure the amount of revenue they have
been earning on each meal and the manner in which the firm would be required to engage in
adequate meal proportions so as to ensure that it is able to work in the right proportion
(Carnivalcorp.com (2) 2018).
Figure 1: The Restaurant KPI
(Source: Brewster and Hegewisch 2017).
Labor per hour
The labor per hour is another measure which can be made use of by the different
restaurants in order to measure the number of laborers who are required each hour in the
restaurant. This measure assists in understanding the peak as well as the lean hours of the

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restaurant and also go a long way in seeing to it that the restaurant is able to earn adequate
amount of profits by employing the right number of laborers in the right hour. Very often the
restaurant keeps a constant number of laborers for all the hours and this is where they go wrong
and engage in extra costs even when the customer input is comparatively very low
(Carnivalcorp.com (2) 2018). By understanding this aspect, the restaurant will be able to
understand the manner in which the restaurant will be able to successfully improve its overall
performance.
Activity 3
HR Life cycle of Food and Beverage manager on Cruise Ship
The human resource life cycle serves as a useful source of guideline for the different
members of the organization as it goes a long way in ensuring that the firm would be successful
in carrying out the different operations of the firm and that they are able to develop well in their
overall career. The Food and beverage manager follows a life cycle which is very similar to that
of a General Manager in a firm. The different steps in the life cycle of Food and beverage
manager can be stated to be as follows:
 Recruiting and on boarding: This is the first stage of the life cycle. In this stage, the Food
and beverage manager tends to enter the firm as a new employee and also engages in
discussion regarding his overall career objectives and the different steps which he would
require to take in order to attain success (David and David 2016). The company tends to
take him in and explains the overall job responsibilities of the different managers,
furthermore, his pay and working hours along with the shift timings are discussed.

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 Orientation and Career Planning: In the second stage of the Human resource life cycle,
the Food and beverage manager tends to undergo an integral training as a part of the
overall operations of the firm, in addition to this, as a medium to encourage him, his
overall career graph and planning takes place at the stage. In this way, the manager is
motivated to undertake and complete the job opportunities well and ensure that they are
able to attain success in the long run.
 Career development: The career development phase is the third phase of the life cycle
whereby his appraisal takes place and the overall performance is assessed. In this manner,
the manager will be successfully able to progress through his career in the long run. In
this way, the firm benefits from his expertise along with the overall development and
progress of the employee`s personal career (Lasserre 2017).
Figure 2: The HR lifecycle

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(Source: Brewster and Hegewisch 2017)
 Termination or transition: The last stage in the HR cycle of a food and beverage manager
is the termination or the transition stage. In this stage, either the employee changes the
job or is shifted to another unit of the firm.
Importance of HR Life Cycles for Strategic Talent Management
The HR lifecycle can be stated to be a crucial part of the firm whereby it not only assists
in motivating the different employees but also goes a long way in the management of the
strategic talent in the organization. This means that, in order to ensure success for the overall
talent and people management, a firm makes use of the HR lifecycle which then goes a long way
in assisting the different managers in learning about the right kind of strategic fit which will help
the company to attain its overall objectives. In the same manner, it will help in gaining the right
employees which will assist in achieving the overall objectives of the firm.
Recommendations for improved documentation
The documentations form an integral aspect of the organization and with respect to this, it
becomes considerably important for the HR manager to ensure that they are successfully able to
maintain the overall documents related to the employees as these documents go a long way in
ensuring that, there can be proven records with respect to the overall performance of the
employee and that, these records can be used to appraise his performance in the future.
Activity 4
Performance management Plan
Goals desired:

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1. To engage in resolving the negative and harmful behaviour of the staff as present in the
workplace.
2. To mitigate the issues of staff retention.
Actions to be taken by the firm:
To meet these goals of the firm, it becomes important to form action plans which will take the
firm on the path to meet these overall goals of the firm.
1. Firstly, the firm would be required to understand the primary reason behind the negative
behaviour of the staff. This means that, the organization needs to conduct an analysis
which will assist them in understanding why the firm has been facing this negative
behaviour. It might be due to the presence of certain factors in the workplace which either
disturb the different employees or motivate them to perform considerably well (Wheelen
et al. 2017). Once the reason is understood, the firm would be required to ensure that they
are being able to conduct personal 1:1 sessions with the employees and help them in
understanding whether the firm will be able ensure overall problem solving or not.
2. The second step which can be largely adopted by the firm can be stated to be relating to
the overcome the issues of staff turnover. In the consumer facing industry, the employees
often find it very difficult to perform well and remain satisfied as they are forced to work
for longer hours. Hence, if they are provided with regular bonus and related system then
these employees will be happy and would like to be associated with the firm for a longer
time period.

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Figure 3: The performance management cycle
(Source: Bratton and Gold 2017)
Measurement of improvement
To ensure that the organization is able to progress well, the following measurements of
improvement can be tested:
 Reduction in the Staff turnover rate
 Increase in the customer satisfaction rate.
Importance of HR Life cycle for overcoming the issues of staff retention
As understood earlier, the HR life cycle assists in ensuring that, the organization is able
to maintain a good flow of talent, however, the firm would also be required to ensure that, it
makes use of the HR lifecycle in order to overcome the issues of staff retention. The
management can be a guidance to the different employees and help them to remain motivated