University Name - Carnival UK Report: Performance, Finance, and HR

This report provides a comprehensive analysis of Carnival UK, encompassing financial data, key performance indicators (KPIs), and human resource (HR) management practices. Activity 1 presents financial statements, including purchase, bank, and cash accounts, along with a trial balance. Activity 2 delves into KPIs, such as net profits and food costs, assessing their role in measuring organizational performance. Activity 3 focuses on the HR lifecycle of a food and beverage manager, outlining stages from recruitment to termination, and emphasizing its importance for strategic talent management. Activity 4 explores a performance management plan, addressing staff behavior and retention through specific actions and measurement indicators. Activity 5 examines relevant legislation, including laws related to package travel and employment, and their impact on the firm. The report integrates figures and references to support its findings, providing a holistic view of Carnival UK's operations and management strategies.

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.........................................................................................................................................7
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 considerable part of the organization as it goes a
long way in assisting them to measure the overall performance and to keep a check on the fact
that, they are able to carry out the different operations of the firm successfully. Hence, all
organizations need to keep a check on the different ways in which the perform the operations of
a firm and keep monitoring with respect to these operations so as to gain a comprehensive look
with respect to which they are performing the different functions (Bratton and Gold 2017). A
monitoring and checking function can only be completed with the help of the Key performance
indicators.
Net profits
The net profits can be stated to be a measure which goes a long way in assisting the
company to perform well. The net profit is the overall residue which is left after the sales as well
as the different costs incurred by the firm. The higher the profits of the firm, the better it is for
the overall firm and its different operations. Additionally, companies in the particular scenario
will be able to ensure that, they are able to keep their Net profits at a considerate high because,
and it would ensure that the firm is able to earn huge gains. Moreover, in case the firm is
incurring additional costs then they will be required to undertake efforts which would then go a
long way in helping the company to reduce it.
Food costs

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The food costs can be stated to be a measure which helps to understand the food cost per
head as a measure to determine the profits which are made by the firm on per head basis. This
indicator serves as a trigger which goes a long way in ensuring that, the different costs remain
limited to a particular extent. When engaging in this, the firm will be required to ensure that it is
successfully able to meet its needs successfully. Additionally, although a considerably good
method, the organization often finds it difficult to undertake this operation as calculating the cost
of the good on a single dish basis becomes very difficult.

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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 Human resource life cycle can be stated to be the overall tenure which is spent by an
employee in an organization and forms a complete circle. It assists them to ensure that the firm is
able to define a career succession path in the long run and see to it that this life cycle motivates
them to perform in a better manner than what it does in the long run. The Lifecycle of a Food
and beverage manager can be stated to be as follows:
 Recruiting and on boarding: In this stage of the lifecycle, the Food and beverage manager
would be required to be recruited by the firm and keeping in mind his capabilities he is
taken within the realm of the firm. He is provided with a brief overview and analysis of
the performance which is expected out of him and how he should be able to abide by the
particular performance. This step briefs him about what is expected out of him in the long
run of the firm.
 Orientation and Career Planning: The orientation and the career planning tends to form
the second stage in the Human resource lifecycle as it lays down the overall training
which is generally provided to the manager (Carnival UK (1) 2018). In addition to this,
the career progression of the manager is laid down at this stage and with the help of this,
the manager will be able to make a guess of his tenure in the firm.
 Career development: The third step is the carer development of the manager. In this
stage, the manager might undergo a constant appraisal and promotional phase whereby he
will be able to successfully ensure that he is able to achieve his long term objectives.
Once he will be in the top of this cycle, his personal goals get aligned with the
organizational goals and with this, the firm will be able to prosper in the long run.

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Figure 2: The HR lifecycle
(Source: Brewster and Hegewisch 2017)
 Termination or transition: The termination or the transition stage is understood to be the
last stage of the cycle whereby the employee either leaves the organization or he gets
transited into a better post.
Importance of HR Life Cycles for Strategic Talent Management
The Human resource life cycles have a great role to play in the overall success of the firm
as it goes a long way in ensuring that the firm will be successful in renting the talent which exists
in the organization. This means that, the firm will be able to engage with the talent on a one to
one basis and communicate with them effectively. Through this, the manager will be able to

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ensure that, he is able to find overall success in the long run and that the employees of the firm
are successful in their overall tenure at the firm.
Recommendations for the improved documentation
The documentations form a crucial part of the organization and in order to see to it that
the firm is able to achieve and attain all its objectives, it is important to maintain all the
documents of the firm. Once this is done, the firm can retrieve these documents at any point of
time and be successfully able to make use of it as a proof or utilize this in making crucial
decision making scenarios.
Activity 4
Performance management Plan
The goals desired:
1. To overcome the negative behaviour of the staff which exists.
2. To resolve the issue related to staff retention which tends to take place in the
organization.
Actions to be adopted
The different action aspects which are required to be followed by the firm can be stated to be as
follows:
1. To overcome the negative behaviour of the staff, the employers would be required to
conduct 1: 1 business operations with the different employees and in the similar manner,
they would be required to ensure that, they are able to empower a work environment
which involves the involvement of the staff as present and in addition to this, they are

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also able to provide adequate respect to the different staff members in the organization
(Noe et al. 2017).
2. In addition to this, to reduce the staff turnover, the employees would be required to be
provided with certain benefits which will go a long way in assisting the firm to perform
in a better manner. In addition to this, the firm would also be required to ensure that it is
successfully able to provide considerable benefits to the different employees so as to
make them stay within the realm of the firm. Once they are able to do so, the firm would
be able to attain success with respect to the employment of the staff.
Figure 3: The performance management cycle
(Source: Bratton and Gold 2017)