Hospitality Business Toolkit Report: Carnival UK Case Study

This report provides a comprehensive overview of the hospitality business toolkit, examining various aspects critical to the industry's success. It begins with an introduction to the hospitality sector, highlighting the importance of effective management across functional units. The report includes an analysis of ledger accounts and key performance indicators (KPIs) for financial performance in restaurants, emphasizing metrics like cash flow and repeat visitor rates. It then delves into talent management through the HR life cycle, discussing recruitment, training, and retention strategies, with a focus on the role of a food & beverage manager. The report also explores the HR cycle stages, including attraction, recruitment, onboarding, training and development, retention, and separation, and how these stages are applied within Carnival Corporation & PLC. Furthermore, it addresses the impact of employment and contract law on organizational decision-making and the significance of ethical principles and regulations. The report concludes by evaluating communication, coordination, and monitoring techniques within the hospitality industry, offering insights into effective management practices. References are provided at the end.

The Hospitality Business
Toolkit

Table of Contents
INTRODUCTION...........................................................................................................................1
ACTIVITY 1 ...................................................................................................................................1
ACTIVITY 2....................................................................................................................................5
Key performance indicator for measuring financial performance of restaurants .......................5
ACTIVITY 3....................................................................................................................................5
Talent management through HR life cycle .................................................................................5
ACTIVITY 4 ...................................................................................................................................6
HR Cycle......................................................................................................................................6
Performance Management Planning............................................................................................7
ACTIVITY 5 ...................................................................................................................................8
Employment and Contract Law...................................................................................................8
Impact of Law on Decision Making of Organization..................................................................9
ACTIVITY 6....................................................................................................................................9
Impact of Regulation, Legislation and Ethical Principle on the Decision Making of
Organization.................................................................................................................................9
ACTIVITY 7..................................................................................................................................10
Interrelation of Functional role and sector in Hospitality Industry............................................10
ACTIVITY 8..................................................................................................................................10
Evaluation of Communication, Coordination and Monitoring Techniques...............................10
CONCLUSION..............................................................................................................................11
REFERENCES..............................................................................................................................13

INTRODUCTION
Hospitality industry provides a broad range of services such as lodging, restaurants,
entertainment, travel and tourism and cruise lines. It has been essential that to provide the quality
services to the customer's hospitality industries must be able to manage its various functional
units (Kumar, 2018). The overview of the ledger accounts and performance indicators is
essential to review the ongoing progress of the industry. The report will discuss the case study of
Carnival UK that how organisation can retain its success and quality services. It will also
evaluate that how staff retention and talent management is an integral component of the
functional activities. Further it will also highlight the role of ethics and legal considerations and
training needs of the staff members.
ACTIVITY 1
1

Date Particulars L.F. Debit
amount(£)
Credit
amount(£)
01/02/19 Purchase a/c Dr.
To Kate Kitchen
To Harry
34553
5001
29552
03/02/19 Cash a/c Dr.
To Sales
11203
11203
03/02/19 Cash a/c Dr.
To Sales
1824
1824
06/02/19 Kate's a/c Dr.
To Sales
5001
5001
10/02/19 Cash a/c Dr.
To Sales
8966
8966
10/02/19 Cash a/c Dr.
To Sales
1687
1687
14/02/19 Bank a/c Dr.
To Maganne
2008
2008
17/02/19 Cash a/c Dr.
To Sales
11710
11710
17/02/19 Cash a/c Dr.
To Sales
1611
1611
17/02/19 Harry a/c Dr.
To Cash
29552
29552
22/02/19 Cash a/c Dr.
To Kate
7013
7013
24/02/19 Cash a/c Dr.
To Sales
10614
10614
24/02/19 Cash a/c Dr.
To Sales
1715
1715
LEDGER ACCOUNT
Cash a/c
Date Particulars J.F
Amount(£
)
Date Particulars J.F Amount(£)
2

03/02/19 To Sales 11203 17/02/1
9
By Harry 29552
03/02/19 To Sales 1824 By bal c/d 26791
10/02/19 To Sales 8966
17/02/19 To Sales 1687
17/02/19 To Sales 11710
17/02/19 To Sales 1611
22/02/19 To Kate 7013
24/02/19 To Sales 10614
24/02/19 To Sales 1715
56393 56393
Purchase a/c
Date Particulars J.F Amount Date Particulars JF Amount
01/02/19 To kate Kitchen 5001 By bal c/d 34553
01/02/19 To Harry 29552
34553 34553
Sales a/c
Date Particulars J.F Amount Date Particulars JF Amount
To bal c/d 69916 03/02/19 By Cash 11203
03/02/19 By Cash 1824
10/02/19 By Cash 8966
10/02/19 By Cash 1687
17/02/19 By Cash 11710
17/02/19 By Cash 1611
17/02/19 By Harry 29552
24/02/19 By Cash 10614
24/02/19 By Cash 1715
69916 69916
Bank a/c
Date Particulars JF Amount Date Particulars JF Amount
3

14/02/19 To Maganne 2008 06/02/19 By Kate 5001
To bal c/d 2993
5001 5001
Maganne a/c
Date Particulars JF Amount Date Particulars JF Amount
To bal c/d 2008 14/02/19 By Bank 2008
2008 2008
Kate's a/c
Date Particulars JF Amount Date Particulars JF Amount
06/02/19 To Bank 5001 01/02/19 By Purchase 5001
To bal c/d 7015 22/02/19 By Cash 7015
12016 12016
Harry a/c
Date Particulars JF Amount Date Particulars JF Amount
17/02/19 To Cash 29552 01/02/19 By Purchase 29552
29552 29552
TRIAL BALANCE
S. No. Particulars L.F Debit Amount(£) Credit Amount(£)
1 Cash a/c 26791
2 Purchase a/c 34553
3 Sales a/c 69916
4 Bank a/c 2993
5 Maganne a/c 2008
6 Kate a/c 7015
7 Suspense a/c 10586
Total 76931 76931
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ACTIVITY 2
Key performance indicator for measuring financial performance of restaurants
The financial performance must be managed and monitored so that the restaurant can
achieve its profitability goals. For this purpose the restaurant must track the input resources or
the raw materials which are used for the operational efficiency. For measuring the financial
performance organisation can tally and review its sales records, resource consumptions,
customers visits from the records of previous quarter or the months or with the statistics of the
other competitors. This analysis will help organisation to minimise the spending and to enhance
the earnings. Financial management also acknowledges the failure risk or vulnerabilities on time
so that necessary strategies can be taken to avoid the situation (Cascio, 2015). For instance the
poor customer retention rate can help Carnival UK to understand that its services are not
satisfactory and requires changes as per the trends. For the restaurant of Carnival UK the two
most significant key performance indicators (KPI) are repeat visitor rate and cash flow.
Cash flow:
The higher cash flow indicates the higher profitability. It can be defined as the difference
between input and output cash. In restaurant the kitchen wastage and management of other
services can greatly affect the overall cash flow. Thus, for improving this KPI Carnival UK must
emphasis on reducing kitchen waste, effective staff management and other quality aspects
associated with the food served.
Repeat visitor rate:
The customer loyalty is one of the key factor in success of the hospitality industry. If
consumers are not interested or satisfied enough to visit again then all other success measuring
parameters are not useful. Further, acquiring a new consumer is expensive as well as compare to
retaining an old consumer. Thus, if organisation has higher retention rate then its performance
can be considered as satisfactory.
ACTIVITY 3
Talent management through HR life cycle
For the role of food & beverage manager a job description is advertised with the
attractive package and key success indicators of the organisation. It will assist suitable candidates
to know the organisation and to develop interest for joining the company. In the second stage of
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the HR life cycle it is the responsibility of the Carnival UK to recruit employees to conduction
induction and on board training programs. These programs helps newly recruited manger to
understand the organisational culture and team members (DeGeest and et.al., 2017). The
manager may also require training so that a better understanding can be developed regarding job
responsibilities and expected outcomes.
Since there have been great opportunities for the managers it is also required that
Carnival UK must not forget the retention stage of the life cycle. To retain the manager
restaurant must assure that managers are provided safe working condition where hard work and
efforts are appreciated. Acquiring and retaining talented and skilled human resources creates a
positive impression on the consumers (Pizam and Tasci, 2019). When waiters and other staff
members or the restaurant are talented then they are able to provide the services as per the
quality standards of Carnival UK. This talent management is not possible without applying HR
life cycle. The systematic implementation of this cycle not only attracts the capable human
resources but also makes them able to use their skills for the organisational growth.
The training cycle helps to achieve this objective. By using the HR life cycle HR
department of Carnival UK can recruit the candidates which are suitable for the restaurant.
However, the satisfactory work conditions, motivation and growth opportunities can be helpful
in retaining the talent within company. The failure to talent management can create difficulty for
the organisation (Cherkesova and et.al., 2016). For instance in future if manager decides to
discontinue the job then company must have leaders or the team members which can handle the
situation without letting services or the functionality to be affected.
ACTIVITY 4
HR Cycle
HR cycle explains the different stages of employment. There are some responsibilities of
human resource management to maintain the work behaviour and environment good for the
employees and organization (Litvin,, Goldsmith and Pan, 2018). The stages of Human Resource
cycle followed in Carnival Corporation & PLC are attraction, recruitment, on boarding, training
and development, retention and separation. By following this cycle human resource manage the
office behaviour in Carnival Corporation & PLC.
Attraction – The employees are attracted to join the company. By using digital and print media
advertisement, emailing and cold calling company invites the employees to join Carnival
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Corporation & PLC. The purpose of the attraction is to recruit the long term employee for better
employee retention rate.
Recruitment – By following different interview steps person with required skills is hired for the
company (Chan and Hsu, 2016). The recruitment process is used to evaluate the skill of
individual employee. The main intention of Carnival Corporation & PLC is to recruit the
employee which are more reliable and skilled.
On Boarding – In the process of on boarding the recruits are introduced to Carnival Corporation
& PLC and it's employees. Through this process the employees become the part of the
organization. This can help the employees to get familiar with work place and this can improve
the employee retention rate.
Training and Development – In this part of human resource cycle the required skills of
employees are developed through training and development. Training and development process
is designed as per the requirement (Chang and Busser, 2017). It helps the individual to gain
confidence to perform better.
Retention – Retention is the most important thing for the organization. In this the employees are
provided with different rewards and incentives which are based on their performance. This
rewards help the company to retain their employees.
Separation – Separation is the last stage of human resource cycle. When a employee retire, leave
the organization for study and leave the company for better pay and benefits (Xu and Gursoy,
2015). In this part HRM take the feedback and recommendation from the employee to improve
the performance of Carnival Corporation & PLC.
Performance Management Planning
Problem Action Taken Impact of Action
Bad Working Condition  By taking feedback related to work
place environment.
 The layout of the work place can be
changed to improve employee
behaviour.
This can improve
behaviour of individual
and whole team
No Incentive System  Introducing new effective incentive
and reward management plan.
This can resolve the
problem related to the
extra work. This can
motivate them to
perform voluntary
work.
7

Less Cooperation with
Team Leaders
 Discussion, feedback and personal
interview can be used to get aware of
problems.
 Target the issues by conducting
communication session to resolve
problem
This can decrease the
communication gap
between the team
leaders and team
members.
This is how the problems in the workplace can be resolved to improve the performance of the
work place.
ACTIVITY 5
Employment and Contract Law
Employment Rights Act 1996
Employment act 1996 defines different rights of employees. According to this act the
written contract should be provided to employees with in the period of eight months. This
contract should be consists of all information and terms and conditions. It is compulsory to
mention details of employment in the contract. The second and third part of law are related to
wages and payment provided to employee. The part four and five are consists of information of
security and protection should be provided to the employee. The forth, sixth and seventh part of
this law are explaining the terms of on time payment to the employees. This law protects the
right of employees in the organization. This act ensures that the Carnival Corporation & PLC is
not harming the rights of employees. This act can help company to retain employee and manage
their performance.
Equal Pay Act 1970
This act is introduced to prevent the discrimination in the work place. The equal pay act
prevent the gender discrimination on the work place because this act is related to term and
conditions for pay scale of men and women. This act states that for the same position women
should be paid same as men. This act protects the right of women in an organization. This act
stops the gender discrimination and provide equal opportunity to women (Ryan, 2015). This can
improve employee satisfaction and lead to better performance.
Human Rights Act 1998
Human right act 1998 protects the right of all the employees. The terms and condition of
this act force the organisation to treat all employee fairly with dignity and respect. This act also
protects the right of freedom of employees. Further this act protects the right of life, liberty and
8

security, fair trial and freedom of expression. Human right act 1998 help to protect personal right
of employee. This fair and equal treatment improves the trust of employee in the company.
Impact of Law on Decision Making of Organization
The laws which are defined to protect the right of employees with in the work place. The
employment and contract law force the Carnival Corporation & PLC to take decision according
to these laws otherwise the company may face legal action (Law, 2019). This how the
legislation affects the decision making of organization.
ACTIVITY 6
Impact of Regulation, Legislation and Ethical Principle on the Decision Making of Organization
Regulation
The regulations are decided by the organization and purpose of the rules is to keep the
management of company effective. This rules can influence the decision making of the
organization. This is essential to follow these rules during the decision making. In the hospitality
industry the consumer satisfaction is most important (Xu and Gursoy, 2015). This satisfaction is
achieved by providing convenient service to the consumer. This rules and regulation force the
Carnival Corporation & PLC to take the decision with in the applicable area.
Legislation
The laws made by government and legal body of the country. The purpose of legislation
is to protect rights of employee and keep the operation and function limited (Redding and Chen,
2017). Legislation provides better work place to the employees by forcing the organization to
take decision accordingly. Different act in legislation decides the boundaries of the organization
to keep their work under law to protect personal rights of individual employee and customer.
Ethical Principles.
To behave ethical in the hospitality industry is most important for the management. The
ethicalness should be considered during the decision making process. The ethics are simply
defines as the behavioural judgement of right and wrong (Deery, and Jago, 2015). The decisions
of the organization are need to be ethical to maintain the performance of employee. If the
organization is not treating the employee well, it will reduce their performance. The behaviour
with in the organization is depended on the employee satisfaction and the ethical decision of the
company. So the ethical principles like employee respect, equal opportunity, accountability of
employee influence the decision making of organization.
9

ACTIVITY 7
Interrelation of Functional role and sector in Hospitality Industry
Date __/__/__
To :- HR manager
From :- XYZ
Subject :- Interrelation between different function of hospitality industry.
The different functional department of the hospitality industry are management, HRM,
marketing, Purchase, Finance Security and kitchen department. This all departments are
interrelated to each other. Their functions are interrelated to each other. The HRM maintain the
relationship between the all department and perform recruitment, training and development of
employees in all department.
Finance department in the hospitality industry manage the fund transfer between
different department. The purchase department buys the good and equipment for the other
departments. The security and technical department maintain the security with in the work place
to keep the employees and customer safe. The job of marketing department performs different
market research for the other department to make their functionality smooth. The kitchen
department of the hotel is connected to the purchase and marketing department. Purchase
department purchase the raw material for the kitchen and marketing department uses the
information of kitchen to perform marketing. That's how different department of hospitality
industry are interconnected to each other. As the different department of the hospitality industry
are connected to each other, same as the roles like marketing manager, HR manager, Finance
manager and operation manager are correlated by the functionality of company. To operate the
functions these managers communicate with each other to manage the work of individual
department. This cooperation helps the company to improve the productivity and performance
of organization.
Thank you,
ACTIVITY 8
Evaluation of Communication, Coordination and Monitoring Techniques
To :- HR Manager
From :- Trainee
10

Subject :- Communication, coordination and monitoring in the food & beverage Department of
industry and achievement of company objective with these methods.
The different communication methods used in the kitchen are written communication,
email communication, oral communication and telephonic communication. Oral and telephonic
communication is used with in the department. Telephonic communication is also used to
communicate with the other department. The written and e-mailing type of communication is
used to communicate with the financial department. The official communication is performed
by written and e-mail communication. For the coordination in the kitchen department particular
method is used which is in a sequence of planning, organizing, staffing, directing and
controlling. This can help the individual employee and management of Carnival Corporation &
PLC. This improved performance helps the organization to deliver better service and food to
customer. For the monitoring the talent management plan is used in Carnival Corporation &
PLC. This type of monitoring help to keep track on individual employee. The focus on the
individual employee can help the organization to improve the overall performance and
productivity.
The performance of the organization is based on the performance and coordination
between team members. The better communication and performance of employees can help the
organization to achieve the profit and success goals of Carnival Corporation & PLC.
Recommendation
The performance of the organization can be improved by taking ethical decision related
to the employee. The better communication, coordination and monitoring models can improve
the productivity of Carnival Corporation & PLC. Performance based reward management can
improve the performance and goal achievement for the organization. The using innovation can
improve the productivity of company.
Thank You.
CONCLUSION
This report is concluding about double entry book keeping in understanding the
components related to trial balance. It also highlighted the responsibilities of finance manager
who affectively manages the accounting and other finance related transactions. The different
methods to measures of financial performance of organisation has been evaluated through the
study. The HR life cycle and talent management used for employee retention by performance
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planning is learned through the report. The impact of regulation, legislation and ethical principle
on the hospitality industry has been evaluated in the study. The interconnection between different
functional depart is understood. The impact of communication, monitoring and coordination is
evaluated to improve the productivity of organization.
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REFERENCES
Books and Journals
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Hospitality Management. 60. pp.48-57.
Cherkesova, E.Y. and et.al., 2016. Competitiveness of the human capital as strategic resource of
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Deery, M. and Jago, L., 2015. Revisiting talent management, work-life balance and retention
strategies. International Journal of Contemporary Hospitality Management. 27(3). pp.453-
472.
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to Motivation-Enhancing Human Resource Practices and Entrepreneurial Survival. Journal
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Kumar, A., 2018. Business process management. Routledge.
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multi-stakeholder and multi-disciplinary approach (invited paper for ‘luminaries’ special
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Redding, T. and Chen, P.J., 2017. Out of Soup: Resolving Customer Complaints in Hospitality
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Xu, X. and Gursoy, D., 2015. A conceptual framework of sustainable hospitality supply chain
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