Carnival UK: Performance Analysis, HR Strategies, Legal Framework

This report provides a comprehensive analysis of Carnival UK, covering various aspects of its operations. It begins with a financial analysis, presenting a trial balance and examining sales, purchases, and cash flow. The report then delves into key performance indicators (KPIs) such as sales mix and profitability, highlighting their importance in assessing overall financial health. Furthermore, the document explores the HR lifecycle of a Food and Beverage manager on a cruise ship, emphasizing recruitment, career planning, and talent management. A performance management plan is outlined to address staff behavior and retention issues. Finally, the report discusses the specific legislation impacting Carnival UK, including travel regulations and the impact of company, employment, and contract law. Desklib provides a platform to access this and similar solved assignments for students.

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.......................................................................................................................................11
Activity 6.......................................................................................................................................12
Activity 7.......................................................................................................................................13
Activity 8.......................................................................................................................................14
References......................................................................................................................................16

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Activity 1
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 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

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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
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

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5001 5001
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
t
28-Feb To balance 2008 14-Feb By bank 2008
2008 2008
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

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Sales food 6837
54331 54331
*All figures are in £
Activity 2
The Key performance indicators are stated to be measures of the overall performance of
the organization. They go a long way in assessing the complete financial performance so as to
ensure that the restaurant will engage in considerable profits and that all the costs of the
organization will be utilized accordingly (Boxall and Purcell 2011). In addition to this, the Key
performance indicator can be understood to be a crucial aspect which has to be used by any firm
in order to figure out the contrast between their planned performance and the actual performance.
The different Key performance indicators which can be used by the restaurants to measure their
overall financial performance can be stated to be as follows:
Sales Mix
The sales mix can be understood to be a useful Key Performance measure which will go a
long way in assisting the firm to measure their sales as against the industry sales which is earned
by the organizations who are the rival firms. According to Brewster (2017), the approximate
industry standard is Meals 66.2%, Alcoholic drinks 27.2%, Non Alcoholic drinks 4% and the
Private functions 2.6%. Hence, with respect to this, measure the different cruise restaurants will
be required to understand that, their figures also need to be approximately close to these figures
and hence, in line of this, they will be successfully able to track their overall performance in a
similar manner. According to Carnival UK (1) (2018), it can be understood to be important that it
is considered quite important to gain a view of the average spend by the consumers and ensure

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that the staff in the organization remains motivated in order to increase these revenues and along
their personal goals with organizational goals.
Profitability
The profitability of the organizations also serve as a useful indicator of the overall
financial performance as they help to understand the level of profitability which a firm aims to
undertake. The average profit which is earned by the restaurant industry as per the industry
standard can be understood to be approximately 11% and hence, the industry experts are
primarily under the belief that in order to ensure the overall success of the firm in the long run,
the different organizations would be required to undertake this measure into consideration. As
the overall income of the individuals, food prices and the cost of minimum wage has been
increasing considerably, it can be widely understood that, measuring the profitability of the
industry will be useful.
Figure 1: The key performance indicators of the restaurants
(Source: Brewster 2017).

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Activity 3
HR Life cycle of Food and Beverage manager on Cruise Ship
The Human resource lifecycle can be stated to be the employee lifecycle in their place of
work. This means that, if an individual wants to attain success in the long run, then, they will be
required to ensure that, they undergo a full Human resource life cycle in a firm so as to gain a
comprehensive tenure. The overall lifecycle of a Food and beverage manager can be stated to be
as follows:
Recruitment and Orientation: The first stage in the lifecycle of the Food and beverage manager
can be stated to be the recruitment of the manager into the firm. Through this recruitment,
procedure, the firm will be able to find the right kind of employees for the firm and the manager
will be granted with an opportunity to showcase their skills.
Planning of the career and promotion: The planning one the career of the manager and the
promotion also forms a critical aspect of the organization and with respect to this, it becomes
considerable sensible for the manager to have an adequate positioning in the firm and have his
career path laid out practically (Wilson 2005). Moreover, if the manager has been performing
considerably well then he should be allowed to be promoted within the firm as this will
encourage him and uplift the overall morale of the organization as well.
Career shifts and development: Another stage in the lifecycle of the manager can be understood
to be the career shifts as well as the development of the organization. This means that, the role of
the manager may change in the long run and the manager should be allowed adequate training
and orientation which may allow him to perform well in the long run.

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Transition or Termination of the job: The last stage is the termination of the job of a manager or
his transition from one firm to another. In this manner, he will be successfully able to progress
forward in his career and gain valuable knowledge at all levels.
Importance of HR Life Cycles for Strategic Talent Management
The HR life cycle tends to be a crucial part of the Strategic Talent management as it helps
in the retention of the talent in a firm. This means that, in order to ensure long term success, an
organization would be required to along the goals of the individual with the goals of the firm
which can only be done in the HR life cycle (Rowold 2015). The HR cycle is a useful tool for the
different managers as it goes a long way in assisting them to set out the different performance
standards and then base these standards on the actual performance of the employees. Once these
employers are able to identify any loopholes in the system, then they will successfully be able to
ensure that, they can improve the overall performance of the organization.
Figure 2: The different stages of employee life cycle

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(Source: Wilson 2005).
Recommended documentation
Documentation can be taken to be a critical aspect in order to keep a record of the
different employees and maintain the different documentation activities. This goes a long way in
ensuring that in case of any dispute or related promotional matters, the different documents can
be referred to easily and all the changes and improvements can be checked and measured
accordingly (Carnival UK (2), 2018).
Activity 4
Performance management Plan
Goals desired:
To resolve the negative staff behaviour
To solve the issue of staff retention
Actions to be undertaken
The various actions which can be undertaken to improve the current issue in hand, can be
recommended as given below:
To overcome and resolve the staff behaviour of the different members of the
organization, the organization needs to provide a work environment which is highly supportive
and encourage the different workers to perform well. Regular sessions need to be undertaken
with them which will assist in ensuring that, the different members of the firm are able to
perform well and come up to the firm in case they faced by any problems. This way the
customers can be served well and the organization will be able to attain success.

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In addition to this, if the firm wants to overcome the different issues related to the staff
retention, then they will first be required to overcome the issue related to the reason why the staff
does not want to remain in the organization (Wilson 2005). Once they are able to figure out and
understand why the staff does not want to remain in the organization, then they need to
undertake considerable efforts so as to ensure that they are able to resolve the particular issue in
hand.
Measurement of improvement
The recommended measures for improvement are as follows:
Staff turnover rate
Customer service rate
Importance of the HR Life cycle for overcoming the issues related to staff retention
The HR life cycle tends to go a long way in assisting the organization to perform well
and reduce the staff retention because, it gives a systematic path to the different employees
which can be easily followed by them and adequate actions can also be taken to mitigate the
cause. The Hr life cycle as mentioned earlier assists in aligning the overall goals of the
organization with the employee goals which can increase the overall satisfaction level of the
employees and in addition to this also go a long way in thereby improving the staff retention rate.

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Figure 3: The performance management plan
(Source: Reiche et al 2016)
Activity 5
Specific legislation of the firm
Any business as operating in the competitive business environment today will be required
to see to it that they are successfully able to overcome any legislative and regulatory obstacles so
as to be able to carry out lawful and ethical business. In a similar manner, even the Carnival UK
business will be required to follow certain legislative rules and policies with the help of which,
the business will be successfully able to follow its operations. The different laws which are
required to be followed by the business can be stated to be the laws relating to the Package
Travel, Package Holidays and Package Tours (Amendment) Regulations 1992 and Civil Aviation
(Air Travel Organizer’s Licensing) Regulations 2012 (Wilson 2005). As the firm deals with