Carnival UK: Evaluating Performance, HR, and Legal Compliance

This report provides a comprehensive analysis of Carnival UK, focusing on key performance indicators (KPIs), the HR life cycle of a Food and Beverage manager on a cruise ship, performance management strategies, and relevant legal considerations. The KPI analysis covers food costs and kitchen labor, highlighting their importance in measuring profitability and efficiency. The HR life cycle discussion details the stages from recruitment to termination, emphasizing its role in strategic talent management and staff retention. The report also addresses specific legislation impacting Carnival UK, including package travel regulations, and examines the influence of company, employment, and contract law on the firm's decision-making. Recommendations are made for improved documentation to enhance organizational success. The performance management plan outlines goals for resolving negative staff behavior and improving retention, with specific actions and measurement methods. This document is available on Desklib, which provides a range of study tools and 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. 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 crucial part of the organization and help in the
measurement of the overall profitability of the firm. With respect to this, it can be considered to
be very crucial that, the business has in place, certain performance indicators which will not only
assist the firm in measuring its overall performance but will also assist in tracking the progress of
the firm (Cascio 2015). The Key performance indicators serve as a real time information and go
a long way in ensuring that the business is successfully able to attain its goals. For the purpose of
the restaurant, the different key performance indicators which have been proposed can be stated
to be as follows:
Food Costs:
The food costs are required to be submitted against the food sales. The food cost per head
usually stands as a measure to determine the amount of profits which are made by the firm on a
per customer basis. This helps in maintaining a trigger which can be used to measure if the cost
goes up to a certain amount. However, very often the use of this, Key Performance Indicator
tends to become very difficult because, it becomes quite difficult to track down the food element
costs to the exact ingredients being used. Moreover, the quantity of food items or ingredients
used in each dish is also difficult to determine. However, the measure does serve as a useful
method for a business to determine the overall money being spent on each dish and the profit
which the company is gaining from the sales of the particular dish.

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Figure 1: The
Restaurant
KPI
(Source:
Brewster and
Hegewisch
2017).
Kitchen Labor:
Another Key performance indicator which can be used to measure the overall
performance of the restaurant can be stated to be the Kitchen Labor. There are quite a few people
who are employed as the kitchen staff and with respect to this, it can be considered to be relevant
that, the Labor cost can be measured against the food sales as incurred by a restaurant. This key
performance measure not only serves as a useful method to measure the costs incurred in sales
but also reflects the overall efficiency of the work place (Carnivalcorp.com (2) 2018).
Additionally, it also needs to be noted that in order to make the calculation more suitable, the
labor hours need to be drilled down to hours per section and this goes a long way in bringing up
the productivity of the firm. This also assists in ensuring that once the labor costs are understood,
the restaurant may scale back on the labor during some weeks or shifts to balance the overall
costs of the firm.
Activity 3
HR Life cycle of Food and Beverage manager on Cruise Ship

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The HR life cycle can be rightfully described as the overall lifecycle of the individual in
an organization and the manner in which the individual enters the firm in the initial stage to the
point where he exists the organization. The Lifecycle of a Food and Beverage manager can be
considered to be quite similar to that of the General Manager and the HR life cycle has been
described as follows:
 Recruiting and Onboarding: In this life cycle stage, the Food and beverage manager will
be recruited in the firm and will be taken board after a tough interview round which will
be testing his overall skills and will also measure the extent to which the employee will
be able to adjust in the firm (Carnivalcorp.com (2) 2018).
 Orientation and Career Planning: The second stage can be described as the Orientation
and Career planning stage. In this stage, the managers accepted into the firm and is
provided with adequate guidance with respect to his overall prospective tenure in the
firm. In addition to this, they will also be provided with their overall job responsibilities
which will assist them in attaining their long term goals as well as objectives.
 Career development: The career development is also an important stage where the
manager`s performance will be assessed and he will be promoted to the upper levels of
the firm. Once he is able to indulge in this, then he will be able to ensure that, he is able
to contribute to the overall goal of the firm in a better way.

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Figure 3: The HR lifecycle
(Source: Brewster and Hegewisch 2017)
 Termination or transition: The last stage is the termination stage where the manager will
either be terminated from the job or he will be transited to a better stage than earlier.
Importance of HR Life Cycles for Strategic Talent Management
The HR Life cycle tends to form a crucial part of the organization with respect to which it
has a crucial role to play in the domain of Talent Management. This means that, the HR life
cycle not only assists in ensuring that, the overall talent of the manager can be assessed regularly
but also helps in ensuring that if there exists any loophole in the performance of the employee

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then, that can be overcome. The lifecycle not only assists in ensuring that the organizational
goals can be achieved but also ensures that the firm will be able to attain its objectives.
Recommendations for improved documentation
In order to ensure success, the Restaurant needs to ensure that they are successfully able
to document the entire procedures and other related processes which shall go a long way in
assisting the firm to keep a record of the activities of the firm an in addition to this, allows them
an opportunity to track the changes and any miscommunication so as to ensure the overall
success of the firm. Moreover, it helps during performance appraisals and related activities as
well.
Activity 4
Performance management Plan
Goals desired:
1. Resolving the negative behaviour of the staff as present
2. Overcoming the issues related to the staff retention
Actions to be adopted
The different actions which will be adopted in order to improve the overall scenario can be stated
to be as follows:
1. In order to ensure that the negative behaviour of the staff can be overcome easily, the
organization would be required to ensure that, they provide adequate training to the
different employees. Once this waiting staff is provided with adequate training regarding
the overall performance and conduct, it is elected that they will perform well (Brewster,
Chung and Sparrow 2016). In addition to this, special sessions are required to be

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conducted with the different waiting staff members so as to ensure that, the firm becomes
aware of the different problems which are being faced by them and is successfully able to
ensure that the firm gains success and the customers can be served well.
2. In order to ensure that the issues related to the staff retention are overcome, the firm
would be required to conduct a one to one session with the different employees. This will
not only assist the firm in ensuring that they are successfully able to find out the problems
which the firm has been facing but will also go a long way in seeing to it that the firm is
able to stop the staff retention which tends to take place and ensure that the staff remains
with the firm for a long time frame.
Figure 4: The performance management cycle
(Source: Bratton and Gold 2017)
Measurement of improvement

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The measurement of improvement for the Performance management plan can be stated to be
as follows:
 The improvement in the Staff turnover rate
 The increase in the Customer satisfaction
Importance of HR Life cycle for overcoming the issues of staff retention
The HR life cycle has a key role to play in overcoming the overall issues of the staff
because it assists in identifying the role of the staff in the firm and makes them feel important
within the realm of the firm. In the absence of a HR life cycle, the staff would not be able to
ensure the manner in which they can find success within the organization.
Activity 5
Specific legislation of the firm
A business operates in a dynamic business environment and with respect to this, it
becomes quite important for the organization to see to it that in order to ensure success in the
long run, a business is able to follow and abide by all the laws and relevant business legislations.
In this manner, the firm would be able to attain the business operations ethically. As the Carnival
UK business is a consumer facing business, the legislations for the business remain the same as
the other businesses present in the United Kingdom. A particular law which is additional to the
business can be stated to be related to the law of Package Travel, Package Holidays and
Package Tours (Amendment) Regulations 1992 and Civil Aviation (Air Travel
Organizer’s Licensing) Regulations 2012 which is primarily applicable to the
operations of the specific firm. This helps in ensuring that the travel agents
remain liable for the overall welfare of the different consumers.
Impact of company, employment and contract law on the firm