Consider the following measurements of blood hemoglobin concentrations (in g/dL) from three human populations at different geographic locations:

population1 = [ 14.7 , 15.22, 15.28, 16.58, 15.10 ]

population2 = [ 15.66, 15.91, 14.41, 14.73, 15.09]

population3 = [ 17.12, 16.42, 16.43, 17.33]

Perform ANOVA to check if any of these populations have different mean hemoglobin concentrations. (Assume that all the ANOVA requirements such as normality, equal variances and random samples are met.) After you perform ANOVA perform a Tukey-Kramer post-hoc test at a significance level of 0.05 to see which populations actually have different means. As usual, round all answers to two digits after the decimal point. (Make sure you round off to at least three digits any intermediate results in order to obtain the required precision of the final answers.) For any questions, which ask about differences in means or test statistics, which depend on differences in means provide absolute values. In other words if you get a negative value, multiply by -1 to make it positive.

QUESTION 9

1. What is the standard error of the difference between the means of population 1 and population 2, needed to calculate the Tukey-Kramer q-statistic?

QUESTION 10

1. What is the Tukey-Kramer q-statistic for populations 1 and 2? (Report the absolute value, if you get a negative number, multiply by -1)

QUESTION 11

1. What is the standard error of the difference between the means of population 1 and population 3, needed to calculate the Tukey-Kramer q-statistic?

QUESTION 12

1. What is the Tukey-Kramer q-statistic for populations 1 and 3? (Report the absolute value, if you get a negative number, multiply by -1)

Consider the following measurements of blood hemoglobin concentrations (in g/dL) from three human populations at different geographic locations:

population1 = [ 14.7 , 15.22, 15.28, 16.58, 15.10 ]

population2 = [ 15.66, 15.91, 14.41, 14.73, 15.09]

population3 = [ 17.12, 16.42, 16.43, 17.33]

Perform ANOVA to check if any of these populations have different mean hemoglobin concentrations. (Assume that all the ANOVA requirements such as normality, equal variances and random samples are met.) After you perform ANOVA perform a Tukey-Kramer post-hoc test at a significance level of 0.05 to see which populations actually have different means. As usual, round all answers to two digits after the decimal point. (Make sure you round off to at least three digits any intermediate results in order to obtain the required precision of the final answers.) For any questions, which ask about differences in means or test statistics, which depend on differences in means provide absolute values. In other words if you get a negative value, multiply by -1 to make it positive.

QUESTION 1

1. For the three populations, what is the value of SSgroups in the ANOVA table?

QUESTION 2

1. For the three populations, what is the value of SSerror in the ANOVA table?

QUESTION 3

1. For the three populations, how many degrees of freedom are there for the groups?  

QUESTION 4

1. For the three populations, how many degrees of freedom are there for the error?

Consider the following measurements of blood hemoglobin concentrations (in g/dL) from three human populations at different geographic locations:

population1 = [ 14.7 , 15.22, 15.28, 16.58, 15.10 ]

population2 = [ 15.66, 15.91, 14.41, 14.73, 15.09]

population3 = [ 17.12, 16.42, 16.43, 17.33]

Perform ANOVA to check if any of these populations have different mean hemoglobin concentrations. (Assume that all the ANOVA requirements such as normality, equal variances and random samples are met.) After you perform ANOVA perform a Tukey-Kramer post-hoc test at a significance level of 0.05 to see which populations actually have different means. As usual, round all answers to two digits after the decimal point. (Make sure you round off to at least three digits any intermediate results in order to obtain the required precision of the final answers.) For any questions, which ask about differences in means or test statistics, which depend on differences in means provide absolute values. In other words if you get a negative value, multiply by -1 to make it positive.

QUESTION 13

1. What is the standard error of the difference between the means of population 2 and population 3, needed to calculate the Tukey-Kramer q-statistic?  

QUESTION 14

1. What is the Tukey-Kramer q-statistic for populations 2 and 3? (Report the absolute value, if you get a negative number, multiply by -1)

QUESTION 15

1. For the hemoglobin data of the three populations, what is the critical value of the q-statistic required to reject the null hypothesis of the Tukey-Kramer test at a significance level of 0.05?

QUESTION 16

1. Which populations are have different means according to the results of the Tukey-Kramer test? Select all that apply, you may need to select more than one correct answer to get credit for this question.

   		Population 1 and Population 2
   		Population 1 and Population 3
   		Population 2 and Population 3
   		None of the above. All populations have the same means.

Human Resource Management researchers examined the impact of environment on employee development. Employees were randomly assigned one of the following four workplace types/conditions: Impoverished (isolated cubicles each with bare minimum equipment - chair, desk & computer), standard (cubicles placed hear each other, equipped with a 'normal level' of office equipment - printer, shelves, manuals, stationery, etc.), enriched (standard cubicles plus regular work-related meetings), super enriched (enriched environment plus regular non-work-related social events).

Employees were also categorized by function they performed for the company (engineering, sales, manufacturing, etc.), because it's possible that functional background may have been a bigger association with test score than working condition.  

After two months, the employees were tested on a variety of work-relevant learning measures. Use the Microsoft Excel "Anova: Two-Factor Without Replication" Data Analysis tool to conduct a 2-way ANOVA test for the data in the following table:

1. What are the two Questions, in context, that we want our ANOVA to answer?
2. What are your two answers? Use the factor confidence levels obtained by way of the Excel ANOVA output table's p-values. State your answers in terms of working condition and employee function.
3. What are your two null hypotheses in this study?
4. What are your two corresponding alternate hypotheses? Use the phrase "at least one" in each of your hypothesis statements.

Human Resource Consulting (HRC) surveyed a random sample of 66 Twin Cities construction companies to find information on the costs of their health care plans. One of the items being tracked is the annual deductible that employees must pay. The Minnesota Department of Labor reports that historically the mean deductible amount per employee is $499 with a standard deviation of $100.

1. Compute the standard error of the sample mean for HRC.

2. What is the chance HRC finds a sample mean between $477 and $527?

3. Calculate the likelihood that the sample mean is between $492 and $512.

4. What is the probability the sample mean is greater than $530?

8. (6) Researchers believe that human male infertility has increased significantly in recent years due to exposure to BPA and related chemicals. A recent study provided evidence for this by interviewing lab technicians at a sperm donor bank in Chicago, which purchases sperm mainly from college students from a small local college. They report that the number of donors with acceptable sperm counts (at least 15 million sperm per milliliter of semen) has declined by almost 60% since 1980. Relate the following questions to this information:

1. Define sample vs. population and explain what each would be in this study.
   • Sample is one selection from a population. Sample would be
2. Define Random Variation and explain how it could be a factor in making conclusions about sperm quality and quantity?
3. Define confounding factor, and list one potential Confounding factor in using this sample to represent the population.
4. Provide an argument for why this sample might not contain independent data points.
5. Define sampling error and discuss whether it might be occurring in this study.

HR Policies that must be included in every organization’s Human Resources policy handbook:

1- EEO Policies/ Sexual Harassment and ADA: This policy is absolutely crucial and must be included in every handbook.

2- Employee Conduct Policies: Some topics that are must haves, include: A. Rules of Conduct B. Drug/Alcohol C. Confidentiality D. Disciplinary Policy E. Dress Codes F. Workplace Violence.

3- Payroll Oriented Policies: A. Timekeeping /Reporting B. Overtime C. Pay Periods D. Bonuses/Commissions E. Deductions – mandatory and voluntary F. Attendance and Punctuality G. Vacation H. Personal Days I. Sick Days J. Accommodations (Disability/Religious).

4-Payroll Oriented Policy: Hours of Work: A. Business Hours; • Regular hours • Special days/late nights • Inclement weather. B. Making Schedules/Changing Schedules; • How are schedules established? • Can they be altered by employee agreement (switching) or is manager approval needed? • Posted, circulated electronically.

5-Employee Benefits: A. Another disclaimer! B. Eligibility C. Right to make modifications D. General overview – STD & LTD E. Life Insurance F. 401k / Pension.

Termination of Employee-Employer Relationship: A. Final paychecks B. Exit interviews C. COBRA D. Employee references.

6-Protecting Trade Secrets: With employees having access to computers and company information, it is crucial that your business has a policy that all employees sign off on acknowledging that they must maintain the confidentiality of trade secrets. Preferably, you will also have a separate piece of paper that all employees sign annually or at time of hire acknowledging these obligations.

7-Workplace Technology Policies: A. No expectation of privacy B. E-mail C. Internet D. Social Media E. Blogging F. Mobile devices (cell phone, laptop, VPN).

Sugar Rush Company Human Resources policy:

Employment and Working Conditions; We are committed to providing our employees with good working conditions, a safe and healthy work environment, and flexible employment possibilities that support a better balance of private and professional life consistent with our ambition as a leading Company. As such, we provide flexible working conditions whenever possible and encourage our employees to have outside interests especially community involvement. Those with line management responsibilities are required to take personal ownership of safety and health within their area of responsibility and are encouraged to develop their capability in this area. Our commitment however goes beyond its own employees. We believe that it is essential to build a relationship based on trust and respect of employees at all levels. We do not tolerate any form of harassment or discrimination. Therefore, managers are committed to build and sustain, with their teams, an environment of mutual trust. HR ensures that a respectful dialogue is present and the voice of the employees is heard.

Employee Relations; Since its founding, Sugar Rush Inc. has built a culture based on values of trust, mutual respect and dialogue. Sugar Rush Inc. management and employees work daily to create and maintain positive individual and collective relationships, and are expected to do so as a core part of their job. Sugar Rush Inc. not only upholdsthe freedom of association of its employees and the effective recognition of the right to collective bargaining, but also ensures that direct and frequent communication is established in the workplace. While dialogue with trade unions is essential, it does not replace the close relationship that our management maintains with all employees. In the spirit of continuous improvement, we encourage two‐way dialogue with our employees that go beyond the traditional aspects of collective bargaining in order to share knowledge and to jointly find opportunities.

Talent, Development and Performance Management; At Sugar Rush Inc., a high performance culture supported by differentiated rewards and development is key to the delivery of individual and business objectives. This is driven by the alignment of clear and challenging responsibilities and ensuring that employees are aware of how their work impacts Sugar Rush Inc. The line manager and employee work together to ensure that challenging objectives are set and effectively evaluated throughout the year. This further enables managers to acknowledge high performance and reward employees accordingly, while ensuring low performance is properly managed with integrity. Employees receive regular feedback on their performance and career aspirations through a variety of tools and processes such as the Performance Evaluation process (PE), the Progress and Development Guide (PDG) and 360° assessments. We aim to retain and motivate employees by offering attractive but realistic career moves allowing them to develop their skills in the long‐term. The Company undertakes an active and rigorous succession planning process at all levels of the organization to ensure that there is a strong pipeline of successors ready to meet future needs. We are committed to ensuring sustainable conditions for a gender balanced and diverse company. As such, Sugar Rush Inc. has focused on removing barriers to career progression for women and men by developing a more flexible work environment, initiating mentoring schemes, having flexible career paths and providing dual career support.  

A Flexible and Dynamic Organization; Sugar Rush Inc. is committed to continue the journey to establishing flat and flexible structures with minimal levels of management and broad spans of control, which enable people development, increase efficiency, and ease implementation of our “Sugar Rush Inc. Management and Leadership Principles”. Less hierarchical layers call for increased cooperation between colleagues. This is what will make the organization more flexible and more accountable. Indeed, it supports today’s and tomorrow’s business requirements for an agile and innovative company working with ever competitive intensity. These simple beliefs have inspired us to create an environment that puts the emphasis not just on individual responsibility and autonomy, but also on a strong willingness to support others, to work in multi‐skilled teams, and to cooperate rather than to compete internally. A dynamic organization creates a climate of innovation and allows people to think from different perspectives. We combine the scope and brand strength of a company with the creativity and knowledge of a local business.

Question; Review the Sugar Rush Policy and provide at least two (2) policies that are missing which would make a difference given the problems they are currently facing?

Efferent division of the nervous system (human) (select the MOST CORRECT statement):

Regarding mammalian nervous systems (select the MOST CORRECT statement):

HR Policies that must be included in every organization’s Human Resources policy handbook:

1- EEO Policies/ Sexual Harassment and ADA: This policy is absolutely crucial and must be included in every handbook.

2- Employee Conduct Policies: Some topics that are must haves, include: A. Rules of Conduct B. Drug/Alcohol C. Confidentiality D. Disciplinary Policy E. Dress Codes F. Workplace Violence.

3- Payroll Oriented Policies: A. Timekeeping /Reporting B. Overtime C. Pay Periods D. Bonuses/Commissions E. Deductions – mandatory and voluntary F. Attendance and Punctuality G. Vacation H. Personal Days I. Sick Days J. Accommodations (Disability/Religious).

4-Payroll Oriented Policy: Hours of Work: A. Business Hours; • Regular hours • Special days/late nights • Inclement weather. B. Making Schedules/Changing Schedules; • How are schedules established? • Can they be altered by employee agreement (switching) or is manager approval needed? • Posted, circulated electronically.

5-Employee Benefits: A. Another disclaimer! B. Eligibility C. Right to make modifications D. General overview – STD & LTD E. Life Insurance F. 401k / Pension.

Termination of Employee-Employer Relationship: A. Final paychecks B. Exit interviews C. COBRA D. Employee references.

6-Protecting Trade Secrets: With employees having access to computers and company information, it is crucial that your business has a policy that all employees sign off on acknowledging that they must maintain the confidentiality of trade secrets. Preferably, you will also have a separate piece of paper that all employees sign annually or at time of hire acknowledging these obligations.

7-Workplace Technology Policies: A. No expectation of privacy B. E-mail C. Internet D. Social Media E. Blogging F. Mobile devices (cell phone, laptop, VPN).

Sugar Rush Company Human Resources policy:

Employment and Working Conditions; We are committed to providing our employees with good working conditions, a safe and healthy work environment, and flexible employment possibilities that support a better balance of private and professional life consistent with our ambition as a leading Company. As such, we provide flexible working conditions whenever possible and encourage our employees to have outside interests especially community involvement. Those with line management responsibilities are required to take personal ownership of safety and health within their area of responsibility and are encouraged to develop their capability in this area. Our commitment however goes beyond its own employees. We believe that it is essential to build a relationship based on trust and respect of employees at all levels. We do not tolerate any form of harassment or discrimination. Therefore, managers are committed to build and sustain, with their teams, an environment of mutual trust. HR ensures that a respectful dialogue is present and the voice of the employees is heard.

Employee Relations; Since its founding, Sugar Rush Inc. has built a culture based on values of trust, mutual respect and dialogue. Sugar Rush Inc. management and employees work daily to create and maintain positive individual and collective relationships, and are expected to do so as a core part of their job. Sugar Rush Inc. not only upholdsthe freedom of association of its employees and the effective recognition of the right to collective bargaining, but also ensures that direct and frequent communication is established in the workplace. While dialogue with trade unions is essential, it does not replace the close relationship that our management maintains with all employees. In the spirit of continuous improvement, we encourage two‐way dialogue with our employees that go beyond the traditional aspects of collective bargaining in order to share knowledge and to jointly find opportunities.

Talent, Development and Performance Management; At Sugar Rush Inc., a high performance culture supported by differentiated rewards and development is key to the delivery of individual and business objectives. This is driven by the alignment of clear and challenging responsibilities and ensuring that employees are aware of how their work impacts Sugar Rush Inc. The line manager and employee work together to ensure that challenging objectives are set and effectively evaluated throughout the year. This further enables managers to acknowledge high performance and reward employees accordingly, while ensuring low performance is properly managed with integrity. Employees receive regular feedback on their performance and career aspirations through a variety of tools and processes such as the Performance Evaluation process (PE), the Progress and Development Guide (PDG) and 360° assessments. We aim to retain and motivate employees by offering attractive but realistic career moves allowing them to develop their skills in the long‐term. The Company undertakes an active and rigorous succession planning process at all levels of the organization to ensure that there is a strong pipeline of successors ready to meet future needs. We are committed to ensuring sustainable conditions for a gender balanced and diverse company. As such, Sugar Rush Inc. has focused on removing barriers to career progression for women and men by developing a more flexible work environment, initiating mentoring schemes, having flexible career paths and providing dual career support.  

A Flexible and Dynamic Organization; Sugar Rush Inc. is committed to continue the journey to establishing flat and flexible structures with minimal levels of management and broad spans of control, which enable people development, increase efficiency, and ease implementation of our “Sugar Rush Inc. Management and Leadership Principles”. Less hierarchical layers call for increased cooperation between colleagues. This is what will make the organization more flexible and more accountable. Indeed, it supports today’s and tomorrow’s business requirements for an agile and innovative company working with ever competitive intensity. These simple beliefs have inspired us to create an environment that puts the emphasis not just on individual responsibility and autonomy, but also on a strong willingness to support others, to work in multi‐skilled teams, and to cooperate rather than to compete internally. A dynamic organization creates a climate of innovation and allows people to think from different perspectives. We combine the scope and brand strength of a company with the creativity and knowledge of a local business.

Question; Review the Sugar Rush Policy and provide at least two (2) policies that are missing which would make a difference given the problems they are currently facing?

human ressource management

Two Olympic gold medalists in skiing, married in 2014, Jason and LeAnn Benson opened Adventurers and Explorers (A&E) outdoor sporting store, which sells gear and clothing. The couple's concept is different than many other sporting goods stores in that they design and sell their own lines of specialized products. LeAnn's focus is on the design of products and Jason's focus is on the financials. As a result, no one is worrying about the organizational policies or controls.

Jason and LeAnn encourage their employees to continue their favorite outdoor sports, from skiing to mountain climbing, white-water rafting, and so on. Employees are given two weeks of paid vacation. However, many employees were allowed to take up to two months off at half pay so they could fulfill their life-long dreams. Samantha just returned from a successful climb of Mount Everest. Beth will use her two months off to backpack around Europe. Around the office, employees joked about the "weekend flu," taking Friday through Monday off. The office often ran below staffing levels depending on the season. In addition, because Jason and LeAnn were gold medalists, they attract more employees who are interested in skiing. The skiers want time off during peak season. This is also the peak time for A&E orders and service requests.

In the last three years, the company has grown from 30 to 100 employees. Jason and LeAnn need advice on controlling daily staffing levels so A&E meets or exceeds customer expectations for responsiveness without sacrificing company identity. Choose one of the issues facing A&E and propose a solution and rationale for your response:

• Paid vacation along with the most valuable times for vacation (peak season time off).
• Attendance issue: The "weekend flu" (Friday-Monday).
• A&E needs to know whether customers are satisfied with their products and whether the company is responsive to those customers' needs as outdoor enthusiasts.