Burping (also known as "belching" or "eructation") is one way the human body expels excess gas in your digestive system. It occurs when your stomach fills with air, which can be caused by swallowing food and liquids. Drinking carbonated beverages, such as soda, is known to increase burping because its bubbles have tiny amounts of carbon dioxide in them.

As an avid soda drinker and statistics student, you notice you tend to burp more after drinking root beer than you do after drinking cola. You decide to determine whether there is a difference between the number of burps while drinking a root beer and while drinking a cola. To determine this, you select 20 students at random from high school, have each drink both types of beverages, and record the number of burps. You randomize which beverage each participant drinks first by flipping a coin. Both beverages contain 12 fluid ounces. Here are the results:

Part A: Based on these results, what should you report about the difference between the number of burps from drinking root beer and those from drinking cola? Give appropriate statistical evidence to support your response at the α = 0.05 significance level.

Part B: How much of a difference is there when an individual burps from drinking root beer than from drinking cola? Construct and interpret a 95% confidence interval.

Part C: Describe the conclusions about the difference between the mean number of burps that might be drawn from the interval. How do they relate to your conclusion in part A?

As your company's director of human relations, you have to deal with Susan's complaint about her supervisor. Soon after she was hired, Susan received text messages from her supervisor that said "You are the prettiest girl in the office" and "3 Dates=1 Raise." The text messages made Susan uncomfortable, and she did not respond to them hoping that her supervisor would "just take the hint" and leave her alone. However, today this supervisor hugged Susan, patted her rear end, and said: "The way you look in that outfit, it's clear that you're my best hire yet." Susan immediately pushed him away and has now reported the incident to you. At what point do comments rise to the level of sexual harassment? When does a hostile work environment exist? How much should the law tolerate before holding the employer responsible for the actions of employees that are sexually harassing other employees?

the human resources department in BCC university want to hire for Fall 2020, 10 new instructors. You are requested to create job analysis for 2 positions, 1 for Business Instructor and 1 for Engineering Instructor. You need to include the following:

1- Job description for each position. (40 pts)

A job description is a written statement of what a jobholder does, how it is done, and why

2- Job specification for each. (40 pts)

The job specification states the minimum qualification that an incumbent must possess to perform a given job successfully.

3- Job Evaluation for each (20 pts)

specifies a minimum value (compensation) of each job in the organization

Corporate restructure has a major impact on human resource activities. HR professionals collaborate and advise their corporate partners on these major decisions, and their implementation impacts and rallies the services provided from every specialty within HR. In Chapter 9, we learned some new analytical measures that help us evaluate these major investments and changes. Please use what you learned to discuss the following:

1. Why do we calculate terminal value when valuing a business if we did not use it for the team projects?

a. What would influence a Technology industry corporation's make or buy decision if it wanted to add a new IT consulting services division specialized in social media data mining?

b. When two corporations merge, how are the newly-formed business entity's HR activities impacted? What activities would HR undertake to integrate the two former companies into this new entity?

c. Instead of valuing a company based on its debt and equity, what would be the difficulty of valuing all the assets of a business?

Human Resources Management

ANSWER ALL QUESTIONS
WHICH ARE BASED ON THE CASELET PROVIDED

Staff retention and staying power: Nissan builds on loyalty at Sunderland plan
Some of carmaker’s earliest recruits are now among its most senior executives.
Since the first Bluebird rolled off the production line in July 1986, the Nissan plant in Sunderland has grown from a £50m assembly operation into the UK’s biggest car production site.
Now a £3.7bn investment employing 6,800 people, it is also north-east England’s biggest private sector employer, offering relatively good pay and secure work in an area with the UK’s highest regional unemployment.
For these reasons, employees tend to stick around. Turnover of production staff is 3.66 per cent a year, against the UK average of 13.6 [per cent], according to the CIPD, the professional association for HR and some of the earliest recruits, identifiable by their low employee number, are among the most senior executives.
Keith Watson, a 55-year-old production supervisor on trim and chassis line 2, joined in 1985 as employee number 179. ‘In the early days we were building four cars a day’, he says. News that Nissan wanted more did not go down well. ‘We were panicking, saying we will never get six a day. Now it’s 2,000 a day’
As it has expanded, some of the biggest changes in the plant have focused on ergonomics and technology to reduce strain on workers and accelerate the pace of production.
Each of the plant’s 300 supervisors, responsible for more than 4,000 production staff, is trained in ergonomic assessment.
Innovations include seat shuttles, developed by the in- house kaizen, or continuous improvement team, to allow operators to sit and be transported as they work on cars on the line, rather than having to duck and twist.
On the line where the Qashqai and electric leaf are made, a height-adjustable skillet, resembling the middle section of an accordion, raises and lowers the vehicle to the height at which the operator needs to work. Robotics have played a part too, with the body shop moving from high levels of manual welding to 93 per cent automation. The new welding facility for the Infiniti, the luxury brand that Sunderland has just begun producing, is completely automated with 141 robots. However, work on the production line remains intense and tiring; stamina is vital.
‘It’s still a hard job’, says Mr Watson. ‘Some operators are so fluent it’s unbelievable; it’s like second nature to them. They’re athletes in a way’. Mr Watson’s contemporaries in 1985 included team leader Trevor Mann (number 127), now Nissan’s chief performance officer and most senior European executive, based in Yokohama.
Mr Mann says the early intake was a tight knit team with a desire ‘to be as good as the Japanese’. Colin Lawther (number 120), a chemist who joined in 1985, is senior vice-president responsible for manufacturing, supply chain management and purchasing in Europe.
‘We came from a fairly deprived area. we had this tremendous fighting spirit’, he says. Kevin Fitzpatrick, a paint shop supervisor back in 1985 (number 63), is the site’s most senior employee as Nissan motor manufacturing’s UK Vice-President. He says a culture of encouraging people to learn and try new things has helped keep him there. ‘In my previous company your only chance to progress was if somebody retired’, he says. of 4,305 production staff, more than a third are over 40 and late 50s is the site’s most common
retirement age. But this is not always the end of the story. Barry Loneragan (employee 102) joined as a team leader in 1985 and retired as technical services manager eight years ago. Now, aged 67, he returns regularly, employed by an outside agency, to do plant tours. So do two other pensioners.
Mr Loneragan is proud of what the early intake achieved. ‘We had to go out and prove ourselves. It was that togetherness; the will to succeed. The legacy lives on’, he says.

QUESTION 1
What are the benefits of Nissan’s approach to employee retention? What factors should other
organisations wanting to adopt a similar approach need to consider?

QUESTION 2
In the context of the caselet, do you think Nissan should focus on career development and career
management? Shed light on the changes in the nature and forms of career.

QUESTION 3
Critically analyse what effects the current economic climate has on rewards, and how this
environment is affecting rewards in your organization.

QUESTION 4
“HR management must support the organisation’s strategy, which flows from its vision, mission and
strategic goals”. Critically analyse the statement with special reference to distinctive features of
Strategic Human Resource Management in light of the above caselet.

Discussion: I, Pencil

"Actually, millions of human beings have had a hand in my creation, no one of whom even knows more than a very few of the others."

– Leonard E. Read

Think about this quote, before, during, and after you read the essay, “I, Pencil.”

For this discussion, I would like you to reflect upon this quote and the essay to answer and participate in a discussion about the following:

How is the creation of a technology actually a communal operation? How is the nature of technology, now - not just a tool, but a collection of systems upon systems upon systems? Considering the network, what must we as humans, living in a shared environment, consider in the creation of technology? Have we lost sight of the wonder of technology? The interconnectedness of its nature?

This is a global technology discussion, please reply with at least 300 words. I will rate your reply, thank you!

63. Human ageing is a rapidly evolving area of health research because (select all that apply):

1. Nutrition and its potential impacts on lifelong health is better understood today.
2. Genes can be easily modified in humans to prolong life.
3. Epigenetics is increasingly important in predicting lifelong health.
4. We can better predict the risks of disease via genetic studies.
5. All people are now more likely to understand and apply information about healthy choices.

Select one:

A. I, IV, V

B. I, II, III, IV, V

C. II, III, IV

D. I, III, IV

Case Management book (Fundementals of Case Management Practice, skills for the human services - 5th ed by Nancy Summers).

Please read the following case study and answer the questions to the best of your ability.

Case 16.1: Writing Impressions and Recommendations

Casey, 18 years old, is in her first year of college and comes into the college counseling center with her roommate, Aisha. Casey indicates that Aisha should come into the case manager's office as the case manager begins the intake process. Casey smells as if she has not bathed and her clothes are rumpled and askew.

Case manager: Have a seat. Anywhere is fine. Tell me a little bit about what brought you in today.

Casey: I can't sleep. (giggles) I can't sleep. I don't know. (drops her keys and begins looking over the side of the chair for her keys)

Aisha: She has been up for two nights. She says she has a good idea for this paper or that project or whatever she is working on, but she won't go…

Casey gets up and begins to pace.

Casey: I don't need to eat. She keeps trying to get me to eat. See, I got this new idea about how the people in Poland related to the Germans and I am trying to put this together for an essay. No one has ever looked at it this way before. World War II was so unsettling for the Poles. My grandparents were Polish—you know refugees after the war. I have, I can see this the way no one else has ever looked at it. I put some ideas together.

Aisha: I went over to the library last evening to get her. They were closing, and she would not leave. I just think there is something…

Casey: (bouncing in her chair and then jumping up again) Nothing is wrong. I know that's what you were going to say, Aisha. Nothing is wrong. You don't leave in the middle of a great idea, a breakthrough. It's a breakthrough. (raises her voice) Original. I'm the only person who sees it this way. I have to write it all down before I forget it or someone else gets to the ideas first.

Aisha: She wasn't like this when school started.

Casey: You're talking about me. What do you mean? Wasn't like what?

Aisha: Casey. You slept. You ate. You went to class. When were you last in Mr. Howard's class?

Casey: I'll catch up. I can catch up. You go. I don't feel I need to be in class every time it meets. I can more or less just know what is going on and be on top of everything when I get back. Right now, I need to do this. I'm on to something new. Look, did you know that in September of 1939 the Polish government went to Romania, you know, to get away from the Germans? And that means the Romanians were involved in this too. And then Germany attacked the Soviets in 1941. See? See how it all fits together?

Case manager: Tell me about your other classes.

Casey: I don't have time for them right now. I am trying to point out how the Germans brought all this together.

Aisha: (looks helpless). She talks about this all the time and I… (she looks down at her lap) What can I do? There is something wrong. Big time!

The interview continues this way with the case manager unable to get any substantive information from Casey. Aisha seems to want to help but Casey talks over her or interrupts her. The case manager refers Casey to be seen by a physician, and Casey is hospitalized.

1. Describe your initial impressions of Casey. What will you mentally note for later follow-up?

2. Describe your initial impressions of Casey and Aisha's relationship. What will you mentally note for later follow-up?

3. You are nearly finished writing up a social history for Casey. The last section in the social history is impressions and recommendations. What would you write based on this initial meeting?

Question 3
Logic is basically human reasoning that tells us if certain proposition or declarative statement is true.
(a)There are five boards of directors (kojo, kofi, menash musah, and mawule) of a School. The board of director kojo owns 10% shares, kofi owns 30% shares, mensah owns 20% shares, musah owns 25% shares and mawule 15% shares of the total shares. For the adoption of the particular policy to be passed in the boards meeting more than 66% should vote in favour of the policy. The weightage to the votes depend upon the percentage shares owned by the directors. In the boards room each director has a switch which he turns ON if votes in favour of policy. Design a switching circuit to ring a bell if policy is accepted in the boards meeting. Only the NAND gates should be used to realize the circuit. (CR 7marks)

(b) With relevant logic diagram and truth table explain the working of a two input EX-OR gate.
(EV marks8)

(c) Perform the following subtractions using 2s complement method.
(i) 01000 01001 (ii) 01100 00011 (iii) 0011.1001 0001.1110 (CR 5marks)
(Total 20 marks)