Carnival UK: Analysis of Business Performance and HR Management Report

This report provides a comprehensive analysis of Carnival UK's business operations, covering various aspects such as financial performance, key performance indicators (KPIs), HR lifecycle, performance management, and legal compliance. The report begins with an examination of financial data, including purchase and sales records, along with a trial balance. It then delves into the significance of KPIs in assessing operational performance, highlighting metrics like total seats and food costs. The HR lifecycle of a food and beverage manager on a cruise ship is explored, with a focus on recruitment, career planning, development, and termination. The report also includes recommendations for improved documentation and a performance management plan aimed at addressing negative staff behavior and reducing employee turnover. Furthermore, it examines specific legislation relevant to the firm, including package travel regulations and the impact of company, employment, and contract law on its operations. The report concludes by emphasizing the importance of HR lifecycle in strategic talent management and staff retention.

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

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Table of Contents
Activity 1.........................................................................................................................................2
Activity 2.........................................................................................................................................5
Activity 3.........................................................................................................................................6
Activity 4.........................................................................................................................................9
Activity 5.......................................................................................................................................11
Activity 6.......................................................................................................................................12
Activity 7.......................................................................................................................................13
Activity 8.......................................................................................................................................13
References......................................................................................................................................15

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Activity 1
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 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 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
5001 5001
Dr Harry a/c Cr
Date Particulars L/F Amount Date Particulars L/F
Amoun
t

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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
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

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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
Kate a/c
Bank a/c 2993
Catering a/c 2008
Sales beverage 42493
Sales food 6837
54331 54331

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*All figures are in £
Activity 2
The Key performance indicators form a critical part of the firm and help in assessing the
overall operational performance of the organization. This means that, in order to ensure that, the
organization is able to measure the overall progress of the firm, the key performance indicators
are made use of. The key performance indicators provides real time information to the different
employees as present in a firm and assist them in undertaking critical decision making. Hence,
the different key performance indicators which can be made use of by the different organizations
can be stated to be as follows:
Total seats
The total seats can be rightfully described as the total number of seats which will be
served in a restaurant on a particular day as present. This measurement provides a useful
indicator to the restaurant manager and goes a long way in ensuring that, he is able to predict and
forecast the future total number of seats which will be required to be filled in order to attain a
certain level of sales (Wheelen et al. 2017). Once this measure is achieved, the cost of the food
served to each seat can be rightfully estimated in addition to the estimation of the profits earned
from each seat.
Food costs
The food costs serve as a secondary key performance indicator with respect to which, the
firm can easily measure the overall performance of the firm and measure it against the food
sales. This means that, the food cost per head can be understood to be a measure which will

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assist in determining the profits which are engaged in by the firm and also assist in maintaining a
trigger which can be used to measure the costs incurred by the organization. However, it has to
be noted that various organizations which are the restaurants find it very difficult to make use of
this indicator because of the issue of tracking down the cost of each food element in order to
understand the exact ingredient which can be used.
Figure 1: The Restaurant KPI
(Source: Brewster and Hegewisch 2017).
Activity 3
HR Life cycle of Food and Beverage manager on Cruise Ship

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The HR life cycle of a manager in a Food and beverage department might follow the
general life cycle of HR manager who is employed in a firm. According to Wheelen et al. (2017),
all organizations would require to ensure that all their employees undergo a specific cycle and
that it is during this cycle that they are briefed upon the overall responsibilities which the
employees will be required to follow and in addition to this, their future career progression path
is defined in a similar manner:
 Recruiting and on boarding: This forms the first stage of the employee life cycle with
respect to which, the manager gets recruited with the firm and is taken on board. In this
phase the employee is made to undergo a difficult interview round which will assess the
skills of the employees and in a similar manner, help them to adjust in the work
environment (Wheelen et al. 2017).
 Orientation and Career Planning: In the second stage of the orientation and career
planning, the different employees would be required to be briefed upon by the manager
and they need to be shown their future post in the firm as this goes a long way in
motivating the different staff as present and allows the firm to ensure that it is able to
present a tentative offer.
 Career development: This is the latter stage of the employee life cycle whereby the
employees undergo a considerable promotional phase and they undergo an appraisal
stage as well. In a similar manner, the firm will be able to see to it that the employee is
motivated to perform considerably well.

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Figure 2: The HR lifecycle
(Source: Brewster and Hegewisch 2017)
 Termination or transition: The termination and the transition stage is often known as the
last stage of the organization whereby either the organization chooses to leave the
employee on his own or the employee leaves it as per his own will (Noe et al. 2017).
Importance of HR Life Cycles for Strategic Talent Management
The Human resource lifecycle has a crucial role to play in the strategic management of
talent in the organization as it tends to identify the talent existing in the organization and in a
similar manner it is also able to encourage the different employees to perform considerably well.

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This means that, when the employees are required to perform for the overall welfare of the firm
then they will be required to see to it that, they are successfully able to strengthen their overall
relationship with the firm on a long term basis.
Recommendations for improved documentation
To improve the overall documentation of the organization, the firm needs to digitalize its
operations. This means that, if they are successful in maintaining a digital record of the different
operations of the firm then they may be successful in retrieving these digital documents in the
times of the need. These documents then come in useful for the firm in times of needs like
documents required during the procedure of appraisal and related goals.
Activity 4
Performance management Plan
Goals desired:
1. To convert the negative behaviour of the staff into a positive behaviour.
2. To reduce the issues related to the employee turnover.
Actions to be adopted
To improve the particular scenario, the overall goals which are required to be adopted by the
firm can be stated to be as follows:
1. To work upon the negative staff behaviour, the restaurant may choose to put the decision
making of the firm in the hands of the employees (Lasserre 2017). This means that the
employees will be allowed to undertake autonomous decisions which will provide them
with a sense of comfort and in addition to this, these employees would also be required to

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engage in the actions which may make the working environment of the firm a positive
one. All the doubts and queries of the employees need to be resolved well.
2. Moreover, to improve upon the staff turnover ratio of the organization, the firm needs to
provide benefits and incentives so as to motivate them and encourage them to perform
well. The overall pay of the employees also tends to improve through this particular step
and in this manner, the firm would be successfully able to ensure long term success for
the same (David and David 2016). In this manner, the different staff members may feel
motivated to perform for the overall benefit of the firm.
Figure 3: The performance management cycle
(Source: Bratton and Gold 2017)
Measurement of improvement

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The different measurement indicators for better performance of the firm can be calculated as
follows:
 Staff turnover rate
 Customer satisfaction
Importance of HR Life cycle for overcoming the issues of staff retention
The human resource lifecycle has a key role to play in overcoming the different issues
related to staff turnover as well because it goes a long way in ensuring that the firm is able to
guide the employees and assist the different employees in achieving their overall objectives.
Once they are able to do so, the organization shall be successful in improving the issue related to
the staff retention and hence, the HR lifecycle can bring about positive outcomes for the firm.
Activity 5
Specific legislation of the firm
All the business organizations competing in the dynamic business environment would be
required to ensure that they are successfully able to abide by the different laws as well as the
rules which tend to exist. The different laws and legislatives go a long way in ensuring that the
business is successfully able to meet by these legislations and that they are able to perform well.
In the United Kingdom there exists a certain set of laws which go a long way in ensuring that the
business is successfully able to meet up with the legal requirements and the society can benefit
from the overall operations of the company at large. In addition to this, the different businesses
like Carnival UK would be required to follow certain important legislatives, for the travel
segment and these laws are as follows (Carnivalcorp.com (2) 2018). The law of Package
Travel, Package Holidays and Package Tours (Amendment) Regulations
1992 and Civil Aviation (Air Travel Organizer’s Licensing) Regulations 2012 are