Tag: Model Answer

  • [Solved] Assigment .Apa seven . All instructions attached.

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    – ## CaseStudy1and2Dueendofweek3at23.docx – ## CaseStudy2-Respiratory.pdf – ## CaseStudy1-Irondeficiencyanemia2024.pdf **## CaseStudy1and2Dueendofweek3at23.docx** **Case Study 1 and 2 Due end of week 3 at 23:59** Completion requirements **Opened:** Monday, July 14, 2025, 12:01 AM **Due:** Saturday, …

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    – ## CaseStudy1and2Dueendofweek3at23.docx

    – ## CaseStudy2-Respiratory.pdf

    – ## CaseStudy1-Irondeficiencyanemia2024.pdf

    **## CaseStudy1and2Dueendofweek3at23.docx**

    **Case Study 1 and 2 Due end of week 3 at 23:59**

    Completion requirements

    **Opened:** Monday, July 14, 2025, 12:01 AM

    **Due:** Saturday, July 19, 2025, 11:59 PM

    Students much review the case study and answer all questions with a scholarly response using APA and include 2 scholarly references. Answer both case studies on the same document and upload 1 document to Moodle.

    Case Study 1 & 2 topics change every semester. Topics will be determined at due time for this semester

    The answers must be in your own words with reference to the journal or book where you found the evidence to your answer. Do not copy-paste or use a past students work as all files submitted in this course are registered and saved in turn it in program.

    Turn it in Score must be less than 25 % or will not be accepted for credit, must be your own work and in your own words. You can resubmit, Final submission will be accepted if less than 25 %. Copy-paste from websites or textbooks will not be accepted or tolerated. Please see College Handbook with reference to Academic Misconduct Statement.

    **All answers to case studies must-have reference cited in the text for each answer and a minimum of 2 Scholarly References (Journals, books) (No websites)  per case Study**

    **## CaseStudy2-Respiratory.pdf**

    Case Study: Respiratory Infection
    Patient Information:

    • Name: Sarah Smith
    • Age: 25
    • Gender: Female
    • Occupation: Teacher
    • Medical History: No significant medical history reported.

    Presenting Complaint: Sarah Smith presents to the clinic with complaints of cough, fever, and
    difficulty breathing for the past week. She reports a productive cough with yellowish-green
    sputum and chest tightness.

    Physical Examination Findings:

    • Vital Signs: BP 110/70 mmHg, HR 90 bpm, RR 20 breaths/min, Temp 101.2°F
    • General: Alert and oriented, appears ill
    • Respiratory: Decreased breath sounds and crackles heard bilaterally on auscultation
    • Cardiovascular: Regular rhythm, no murmurs or abnormal sounds
    • Abdomen: Soft, non-tender, no organomegaly
    • Neurological: Intact cranial nerves, normal motor and sensory functions

    Laboratory Investigations:

    • Complete Blood Count (CBC): Elevated white blood cell count (WBC) with left shift
    • Chest X-ray: Infiltrates in bilateral lower lung fields consistent with pneumonia
    •

    Diagnosis: Sarah Smith is diagnosed with community-acquired pneumonia based on her clinical
    presentation, physical examination findings, and radiological evidence.

    Questions for Students:

    1. What are the common signs and symptoms of community-acquired pneumonia?
    2. Describe the typical findings on physical examination and chest X-ray in patients with

    pneumonia.
    3. What are the most common pathogens causing community-acquired pneumonia, and

    how would you choose empirical antibiotic therapy in this patient?
    4. Discuss the management of community-acquired pneumonia, including non-

    pharmacological measures and potential complications to monitor for.

    **## CaseStudy1-Irondeficiencyanemia2024.pdf**

    Case Study: Iron Deficiency Anemia
    Patient Information:

    • Name: John Doe
    • Age: 35
    • Gender: Male
    • Occupation: Construction Worker
    • Medical History: No significant medical history reported.

    Presenting Complaint: John Doe presents to the clinic with complaints of fatigue, weakness,
    and shortness of breath on exertion for the past few months. He reports feeling unusually tired,
    even after a full night's sleep, and has noticed increased paleness of his skin and conjunctiva.

    Physical Examination Findings:

    • Vital Signs: BP 120/80 mmHg, HR 80 bpm, RR 16 breaths/min, Temp 98.6°F
    • General: Pale skin and conjunctiva, fatigue apparent
    • Cardiovascular: Regular rhythm, no murmurs or abnormal sounds
    • Respiratory: Clear lung fields bilaterally
    • Abdomen: Soft, non-tender, no organomegaly
    • Neurological: Intact cranial nerves, normal motor and sensory functions

    Laboratory Investigations:

    • Hemoglobin (Hb): 9.5 g/dL (Normal range: 13.5-17.5 g/dL)
    • Hematocrit (Hct): 29% (Normal range: 40-50%)
    • Mean Corpuscular Volume (MCV): 75 fL (Normal range: 80-100 fL)
    • Serum Iron: 25 mcg/dL (Normal range: 60-170 mcg/dL)
    • Total Iron Binding Capacity (TIBC): 400 mcg/dL (Normal range: 250-450 mcg/dL)
    • Ferritin: 10 ng/mL (Normal range: 30-400 ng/mL)

    Diagnosis: John Doe is diagnosed with iron deficiency anemia based on his clinical presentation,
    physical examination findings, and laboratory results.

    Questions for Students:

    1. What are the common signs and symptoms of iron deficiency anemia?
    2. Explain the laboratory findings in John Doe's case and how they support the diagnosis of

    iron deficiency anemia.
    3. What are the potential causes of iron deficiency anemia in adults, and how would you

    approach further investigations in this patient?
    4. Discuss the treatment options for iron deficiency anemia, including dietary

    recommendations and pharmacological interventions.

    **## CaseStudy1-Irondeficiencyanemia2024.pdf**

    Case Study: Iron Deficiency Anemia
    Patient Information:

    • Name: John Doe
    • Age: 35
    • Gender: Male
    • Occupation: Construction Worker
    • Medical History: No significant medical history reported.

    Presenting Complaint: John Doe presents to the clinic with complaints of fatigue, weakness,
    and shortness of breath on exertion for the past few months. He reports feeling unusually tired,
    even after a full night's sleep, and has noticed increased paleness of his skin and conjunctiva.

    Physical Examination Findings:

    • Vital Signs: BP 120/80 mmHg, HR 80 bpm, RR 16 breaths/min, Temp 98.6°F
    • General: Pale skin and conjunctiva, fatigue apparent
    • Cardiovascular: Regular rhythm, no murmurs or abnormal sounds
    • Respiratory: Clear lung fields bilaterally
    • Abdomen: Soft, non-tender, no organomegaly
    • Neurological: Intact cranial nerves, normal motor and sensory functions

    Laboratory Investigations:

    • Hemoglobin (Hb): 9.5 g/dL (Normal range: 13.5-17.5 g/dL)
    • Hematocrit (Hct): 29% (Normal range: 40-50%)
    • Mean Corpuscular Volume (MCV): 75 fL (Normal range: 80-100 fL)
    • Serum Iron: 25 mcg/dL (Normal range: 60-170 mcg/dL)
    • Total Iron Binding Capacity (TIBC): 400 mcg/dL (Normal range: 250-450 mcg/dL)
    • Ferritin: 10 ng/mL (Normal range: 30-400 ng/mL)

    Diagnosis: John Doe is diagnosed with iron deficiency anemia based on his clinical presentation,
    physical examination findings, and laboratory results.

    Questions for Students:

    1. What are the common signs and symptoms of iron deficiency anemia?
    2. Explain the laboratory findings in John Doe's case and how they support the diagnosis of

    iron deficiency anemia.
    3. What are the potential causes of iron deficiency anemia in adults, and how would you

    approach further investigations in this patient?
    4. Discuss the treatment options for iron deficiency anemia, including dietary

    recommendations and pharmacological interventions.

    **## CaseStudy1and2Dueendofweek3at23.docx**

    **Case Study 1 and 2 Due end of week 3 at 23:59**

    Completion requirements

    **Opened:** Monday, July 14, 2025, 12:01 AM

    **Due:** Saturday, July 19, 2025, 11:59 PM

    Students much review the case study and answer all questions with a scholarly response using APA and include 2 scholarly references. Answer both case studies on the same document and upload 1 document to Moodle.

    Case Study 1 & 2 topics change every semester. Topics will be determined at due time for this semester

    The answers must be in your own words with reference to the journal or book where you found the evidence to your answer. Do not copy-paste or use a past students work as all files submitted in this course are registered and saved in turn it in program.

    Turn it in Score must be less than 25 % or will not be accepted for credit, must be your own work and in your own words. You can resubmit, Final submission will be accepted if less than 25 %. Copy-paste from websites or textbooks will not be accepted or tolerated. Please see College Handbook with reference to Academic Misconduct Statement.

    **All answers to case studies must-have reference cited in the text for each answer and a minimum of 2 Scholarly References (Journals, books) (No websites)  per case Study**

    **## CaseStudy2-Respiratory.pdf**

    Case Study: Respiratory Infection
    Patient Information:

    • Name: Sarah Smith
    • Age: 25
    • Gender: Female
    • Occupation: Teacher
    • Medical History: No significant medical history reported.

    Presenting Complaint: Sarah Smith presents to the clinic with complaints of cough, fever, and
    difficulty breathing for the past week. She reports a productive cough with yellowish-green
    sputum and chest tightness.

    Physical Examination Findings:

    • Vital Signs: BP 110/70 mmHg, HR 90 bpm, RR 20 breaths/min, Temp 101.2°F
    • General: Alert and oriented, appears ill
    • Respiratory: Decreased breath sounds and crackles heard bilaterally on auscultation
    • Cardiovascular: Regular rhythm, no murmurs or abnormal sounds
    • Abdomen: Soft, non-tender, no organomegaly
    • Neurological: Intact cranial nerves, normal motor and sensory functions

    Laboratory Investigations:

    • Complete Blood Count (CBC): Elevated white blood cell count (WBC) with left shift
    • Chest X-ray: Infiltrates in bilateral lower lung fields consistent with pneumonia
    •

    Diagnosis: Sarah Smith is diagnosed with community-acquired pneumonia based on her clinical
    presentation, physical examination findings, and radiological evidence.

    Questions for Students:

    1. What are the common signs and symptoms of community-acquired pneumonia?
    2. Describe the typical findings on physical examination and chest X-ray in patients with

    pneumonia.
    3. What are the most common pathogens causing community-acquired pneumonia, and

    how would you choose empirical antibiotic therapy in this patient?
    4. Discuss the management of community-acquired pneumonia, including non-

    pharmacological measures and potential complications to monitor for.

    **## CaseStudy1-Irondeficiencyanemia2024.pdf**

    Case Study: Iron Deficiency Anemia
    Patient Information:

    • Name: John Doe
    • Age: 35
    • Gender: Male
    • Occupation: Construction Worker
    • Medical History: No significant medical history reported.

    Presenting Complaint: John Doe presents to the clinic with complaints of fatigue, weakness,
    and shortness of breath on exertion for the past few months. He reports feeling unusually tired,
    even after a full night's sleep, and has noticed increased paleness of his skin and conjunctiva.

    Physical Examination Findings:

    • Vital Signs: BP 120/80 mmHg, HR 80 bpm, RR 16 breaths/min, Temp 98.6°F
    • General: Pale skin and conjunctiva, fatigue apparent
    • Cardiovascular: Regular rhythm, no murmurs or abnormal sounds
    • Respiratory: Clear lung fields bilaterally
    • Abdomen: Soft, non-tender, no organomegaly
    • Neurological: Intact cranial nerves, normal motor and sensory functions

    Laboratory Investigations:

    • Hemoglobin (Hb): 9.5 g/dL (Normal range: 13.5-17.5 g/dL)
    • Hematocrit (Hct): 29% (Normal range: 40-50%)
    • Mean Corpuscular Volume (MCV): 75 fL (Normal range: 80-100 fL)
    • Serum Iron: 25 mcg/dL (Normal range: 60-170 mcg/dL)
    • Total Iron Binding Capacity (TIBC): 400 mcg/dL (Normal range: 250-450 mcg/dL)
    • Ferritin: 10 ng/mL (Normal range: 30-400 ng/mL)

    Diagnosis: John Doe is diagnosed with iron deficiency anemia based on his clinical presentation,
    physical examination findings, and laboratory results.

    Questions for Students:

    1. What are the common signs and symptoms of iron deficiency anemia?
    2. Explain the laboratory findings in John Doe's case and how they support the diagnosis of

    iron deficiency anemia.
    3. What are the potential causes of iron deficiency anemia in adults, and how would you

    approach further investigations in this patient?
    4. Discuss the treatment options for iron deficiency anemia, including dietary

    recommendations and pharmacological interventions.

    **## CaseStudy1and2Dueendofweek3at23.docx**

    **Case Study 1 and 2 Due end of week 3 at 23:59**

    Completion requirements

    **Opened:** Monday, July 14, 2025, 12:01 AM

    **Due:** Saturday, July 19, 2025, 11:59 PM

    Students much review the case study and answer all questions with a scholarly response using APA and include 2 scholarly references. Answer both case studies on the same document and upload 1 document to Moodle.

    Case Study 1 & 2 topics change every semester. Topics will be determined at due time for this semester

    The answers must be in your own words with reference to the journal or book where you found the evidence to your answer. Do not copy-paste or use a past students work as all files submitted in this course are registered and saved in turn it in program.

    Turn it in Score must be less than 25 % or will not be accepted for credit, must be your own work and in your own words. You can resubmit, Final submission will be accepted if less than 25 %. Copy-paste from websites or textbooks will not be accepted or tolerated. Please see College Handbook with reference to Academic Misconduct Statement.

    **All answers to case studies must-have reference cited in the text for each answer and a minimum of 2 Scholarly References (Journals, books) (No websites)  per case Study**

    **## CaseStudy2-Respiratory.pdf**

    Case Study: Respiratory Infection
    Patient Information:

    • Name: Sarah Smith
    • Age: 25
    • Gender: Female
    • Occupation: Teacher
    • Medical History: No significant medical history reported.

    Presenting Complaint: Sarah Smith presents to the clinic with complaints of cough, fever, and
    difficulty breathing for the past week. She reports a productive cough with yellowish-green
    sputum and chest tightness.

    Physical Examination Findings:

    • Vital Signs: BP 110/70 mmHg, HR 90 bpm, RR 20 breaths/min, Temp 101.2°F
    • General: Alert and oriented, appears ill
    • Respiratory: Decreased breath sounds and crackles heard bilaterally on auscultation
    • Cardiovascular: Regular rhythm, no murmurs or abnormal sounds
    • Abdomen: Soft, non-tender, no organomegaly
    • Neurological: Intact cranial nerves, normal motor and sensory functions

    Laboratory Investigations:

    • Complete Blood Count (CBC): Elevated white blood cell count (WBC) with left shift
    • Chest X-ray: Infiltrates in bilateral lower lung fields consistent with pneumonia
    •

    Diagnosis: Sarah Smith is diagnosed with community-acquired pneumonia based on her clinical
    presentation, physical examination findings, and radiological evidence.

    Questions for Students:

    1. What are the common signs and symptoms of community-acquired pneumonia?
    2. Describe the typical findings on physical examination and chest X-ray in patients with

    pneumonia.
    3. What are the most common pathogens causing community-acquired pneumonia, and

    how would you choose empirical antibiotic therapy in this patient?
    4. Discuss the management of community-acquired pneumonia, including non-

    pharmacological measures and potential complications to monitor for.

    **## CaseStudy1-Irondeficiencyanemia2024.pdf**

    Case Study: Iron Deficiency Anemia
    Patient Information:

    • Name: John Doe
    • Age: 35
    • Gender: Male
    • Occupation: Construction Worker
    • Medical History: No significant medical history reported.

    Presenting Complaint: John Doe presents to the clinic with complaints of fatigue, weakness,
    and shortness of breath on exertion for the past few months. He reports feeling unusually tired,
    even after a full night's sleep, and has noticed increased paleness of his skin and conjunctiva.

    Physical Examination Findings:

    • Vital Signs: BP 120/80 mmHg, HR 80 bpm, RR 16 breaths/min, Temp 98.6°F
    • General: Pale skin and conjunctiva, fatigue apparent
    • Cardiovascular: Regular rhythm, no murmurs or abnormal sounds
    • Respiratory: Clear lung fields bilaterally
    • Abdomen: Soft, non-tender, no organomegaly
    • Neurological: Intact cranial nerves, normal motor and sensory functions

    Laboratory Investigations:

    • Hemoglobin (Hb): 9.5 g/dL (Normal range: 13.5-17.5 g/dL)
    • Hematocrit (Hct): 29% (Normal range: 40-50%)
    • Mean Corpuscular Volume (MCV): 75 fL (Normal range: 80-100 fL)
    • Serum Iron: 25 mcg/dL (Normal range: 60-170 mcg/dL)
    • Total Iron Binding Capacity (TIBC): 400 mcg/dL (Normal range: 250-450 mcg/dL)
    • Ferritin: 10 ng/mL (Normal range: 30-400 ng/mL)

    Diagnosis: John Doe is diagnosed with iron deficiency anemia based on his clinical presentation,
    physical examination findings, and laboratory results.

    Questions for Students:

    1. What are the common signs and symptoms of iron deficiency anemia?
    2. Explain the laboratory findings in John Doe's case and how they support the diagnosis of

    iron deficiency anemia.
    3. What are the potential causes of iron deficiency anemia in adults, and how would you

    approach further investigations in this patient?
    4. Discuss the treatment options for iron deficiency anemia, including dietary

    recommendations and pharmacological interventions.

    – 1
    – 2
    – 3

  • [Solved] RCH 5301 V

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    – ## ResearchDesignandMethodsRCH5301UnitVDB.docx – ## UnitVStudyGuide.pdf **## ResearchDesignandMethodsRCH5301UnitVDB.docx** 2 Research Design and Methods RCH 5301 DB V **Unit V Assignment** Describe a dilemma you are currently facing, and the variables involved. Would this dilemma be best resolved …

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    – ## ResearchDesignandMethodsRCH5301UnitVDB.docx

    – ## UnitVStudyGuide.pdf

    **## ResearchDesignandMethodsRCH5301UnitVDB.docx**

    2

    Research Design and Methods RCH 5301 DB V

    **Unit V Assignment**

    Describe a dilemma you are currently facing, and the variables involved. Would this dilemma be best resolved by using a correlational analytical approach or a causal-comparative analytical approach?

    I will need to send you a response. Then, choose a peer(s) response and make a case for using the opposite analytical approach (e.g., If your peer(s) advocates using a test of relationships, such as simple regression analysis, to address their dilemma, make a case for using a test of differences, such as the t-test).

    • Your initial post should be at least 300 words in length.

    • Your initial post should include at least one APA-formatted scholarly, professional, or textbook reference with accompanying in-text citation to support any paraphrased, summarized, or quoted material.

    **## UnitVStudyGuide.pdf**

    RCH 5301, Research Design and Methods 1

    Course Learning Outcomes for Unit V

    At the end of this unit, you should be able to:

    2. Discriminate among the characteristics of qualitative and quantitative research methods.
    2.3 Compare and contrast descriptive statistics and inferential statistics.

    Required Unit Resources

    Chapter 8: Quantitative Methods (ULO 2.3)

    Read the following sections from this chapter:

    • Data Analysis
    • Preregistering the Study Plan
    • Interpreting Results and Writing a Discussion Section

    o Reporting Results
    o Statistical Tests in Survey Research
    o Practical Evidence
    o Context of Previous Studies

    Unit Lesson

    Lesson: Write an Engaging Title (ULO 2.3)

    Introduction

    This unit will introduce descriptive statistics and more advanced statistical procedures, such as correlation,
    regression, t-test, and ANOVA. New terminology will also be used, such as univariate (one variable) statistics,
    bivariate (two variable) statistics, and multivariate (multiple variable) statistics.

    Descriptive and Univariate Statistics

    It is important to remember that research terminology is often used interchangeably in common usage.
    Therefore, some of the terms and phrases used here may differ slightly from those used by others, and,
    likewise, those used here may differ from those used in other research-based sources. Regardless of the
    wording or phrasing, it is usually quite easy to determine the context by the purpose and function of the
    concept being discussed. For example, Bell et al. refer to descriptive and univariate statistics as an
    appropriate way to begin to describe a data set. If a reader knew nothing else about descriptive and univariate
    statistics, they might assume these statistics are one in the same. As a greater understanding is achieved, it
    will become clear that descriptive statistics describe univariate statistics, but the use of univariate statistics
    extends beyond descriptive statistics. This lecture will address descriptive statistics and inferential statistical
    procedures that use both univariate and bivariate statistics.

    Most research articles and textbooks simply refer to descriptive statistics as a means to describe data without
    specifically naming univariate statistics. Descriptive statistics, by definition, are used to describe single
    variables, so whenever descriptive statistics are mentioned, it is safe to assume that data is being described
    on a univariate level. It should also be noted that descriptive statistics, while invaluable for analyzing data, are
    not inferential statistics and, therefore, cannot be used to generalize results to a population.

    As mentioned above, univariate statistics are not limited to simply descriptive statistics. In fact, univariate
    statistics are used in statistical procedures like the one sample t-test and confidence intervals to make

    UNIT V STUDY GUIDE
    Quantitative Data Analysis: Descriptive,
    Univariate, and Bivariate Statistics

    RCH 5301, Research Design and Methods 2

    UNIT x STUDY GUIDE
    Title

    inferences about populations of interest. In each of these procedures, the researcher attempts to make an
    inference from a univariate statistic such as a sample mean. For example, the one-sample t-test, or
    sometimes referred to as a univariate t-test, is used to determine if the sample mean for a single variable is
    equal to an unknown population mean. Similarly, the confidence interval uses a sample mean for a single
    variable to create a range of estimates for an unknown population mean.

    While univariate statistics can be immensely helpful depending on the problem that is being addressed,
    inferential statistics can be extended to make inferences about relationships between two or more variables.
    In addition to univariate statistics, Units V and VI will review some of the fundamental and often used
    statistical procedures employing bivariate and multivariate statistics for making inferences and generalizing
    results to populations.

    Parametric and Non-Parametric Statistics

    While descriptive statistics are the most basic form of data analysis, they are also the most important
    precursor to inferential statistics. Describing the data both visually (e.g., histograms) and statistically (e.g.,
    measures of central tendency) can be useful by itself, such as for identifying outliers. But descriptive statistics
    perform another important and necessary function, which is to determine if the data meet the required
    assumptions for the use of inferential statistical procedures. Each procedure has its own required
    assumptions, but a normal distribution of data is the shared requirement for special procedures call
    parametric statistical tests (Cooper & Schindler, 2014). (Note: A quick internet search will yield all the
    assumptions that must be met for whichever procedure the researcher decides to use.)

    Inferential statistics include parametric and non-parametric statistical procedures. Researchers prefer the use
    of parametric statistical procedures for hypothesis testing since they are more powerful than non-parametric
    tests and, therefore, are more likely to find a true effect when one exists. Said differently, parametric tests are
    less likely to commit a Type II error, or false negative, which is when the null hypothesis is incorrectly
    accepted as true. Hypothesis testing, Type I and Type II errors, and statistical significance will be covered in
    much more detail in Unit VI. Non-parametric tests also have assumptions that must be met, but they are far
    fewer and much less restrictive. For example, under non-parametric statistical procedures, there is no
    assumption of a normal distribution of data. For this reason, non-parametric tests are sometimes called
    distribution-free statistics. It also should be noted that parametric tests require the use of continuous data, or
    data that are measure on an interval or ratio scale. Non-parametric tests are appropriate for data measured
    on a nominal or ordinal scale (Zikmund et al. 2013). Fortunately for researchers, parametric statistical
    procedures often have non-parametric equivalents, as seen in the table below.

    RCH 5301, Research Design and Methods 3

    UNIT x STUDY GUIDE
    Title

    If, after analyzing descriptive statistics, a researcher is still unsure if the assumptions for parametric testing
    are met, there is an alternative approach that can be taken. Hypothesis testing can use a parametric and non-
    parametric equivalent procedure using the same data. If the test results are the same (e.g., both statistically
    significant or both statistically non-significant), there is nothing more to worry about (Norusis, 2008).

    Bivariate Statistics

    Bivariate statistical analysis can be simplified as either looking for relationships or differences between
    variables. Parametric statistical procedures that test for relationships between variables include correlation
    and simple regression. Chi-square is a non-parametric procedure that tests for relationships between
    variables. The t-test is a parametric statistical procedure that tests for differences between variables.

    Pearson’s Correlation Coefficient (r)

    Although many course concepts in research methods may be new and foreign, correlation may feel more
    familiar to most students. Correlation makes intuitive sense to most people since relationships between
    variables are common in everyday life, such as the relationship between social media consumption and
    grades, the relationship of education and income, and the relationship between temperature and energy use.

    Although Pearson’s r can be calculated by hand, as can other statistics, it is much more common to use
    statistical software that can quickly and accurately compute a correlation coefficient. Microsoft Excel provides
    an add-on, called Toolpak, that can be easily installed to an existing Excel package at no cost by following the
    directions:

    Data Analysis ToolPak in Excel

    Pearson’s r is a standardized measure of correlation that ranges from -1 to +1. The chart below shows the
    degrees of correlation between the minimum of -1 and maximum of +1.

    (Adapted from “Guideline for Interpreting Correlation Coefficient” by ITH Phanny, 2014)

    Pearson’s r indicates both the strength and direction of the relationship between variables. A Pearson’s r of
    +1 indicates a perfect positive correlation, -1 indicates a perfect negative correlation, and 0 indicates no
    correlation at all between variables. As shown below, the closer the data points cluster in a linear fashion, the
    greater the correlation between variables.

    (Ćurčić, 2019)

    RCH 5301, Research Design and Methods 4

    UNIT x STUDY GUIDE
    Title

    Coefficient of Determination (R2)

    Pearson’s r is very useful for understanding the strength and direction of the relationship between variables,
    but its use can be extended. By simply squaring r, a statistic called the coefficient of determination, notated as
    R2, is produced. The coefficient of determination (R2) indicates the amount of variability in one variable that is
    explained by the other variable, but this should not be confused with causation (Field, 2005).

    Most statistical software programs will automatically calculate r and R2 when conducting a correlation
    analysis, so it is quick and easy to see the strength, direction, and explained variance between variables. For
    example, assume a data set for the variables a) employee overtime hours and b) employee job satisfaction is
    being tested for correlation, and the results are:

    x = employee turnover
    y = employee morale
    r = -0.60, indicating a moderately strong negative relationship between turnover and morale.

    R2 = .36, indicating that 36% of the variability in morale is explained by turnover.

    Simple Regression Analysis

    Correlation analysis, especially Pearson’s r, is a popular inferential statistical procedure. It is intuitive and
    easy to interpret. Notwithstanding these benefits, correlation analysis is unable to predict how the change in
    one variable will relate to a change in another variable. Fortunately, there is another inferential statistical
    procedure that can predict the change in a dependent variable (DV) from changes in an independent variable
    (IV). That bivariate statistical procedure is simple regression.

    Simple regression is a useful bivariate statistical procedure that shares many commonalities with correlation,
    including:

    • It analyzes only two variables, an independent (IV) and dependent (DV).
    • It provides a measure of correlation between the two variables (usually Pearson’s r).
    • It provides the coefficient of determination.

    The difference between correlation and simple regression, however, is game changing. Simple regression
    provides all the benefits of correlation, plus, it has predictive power. This is accomplished through a
    regression line that is fit to the data. As shown in the graphic below, the black line is called the line of best fit.
    The line of best fit represents the line that minimizes the sum of squared residuals between the data points
    and the line.

    RCH 5301, Research Design and Methods 5

    UNIT x STUDY GUIDE
    Title

    Adapted from "Multiple Linear Regression" by James Neill, 2008)

    If all of the data points fell on a straight line, it would be a perfect linear relationship, which would enable a
    perfect prediction of the Y axis variable by looking at the X axis variable. A perfect linear relationship is rare,
    so a regression model is developed using the formula for a straight line, or y = a + b(x), where any x variable
    can be used to predict the y variable. More specifically, the model can be used to make predictions about how
    a change in x will relate to a change in y. The x independent variable (IV) is sometimes referred to as a
    predictor variable, and the y dependent variable (DV) is sometimes referred to as the outcome or criterion
    variable (Norusis, 2008). The statistical software provides the fixed values for a and b, and arbitrary values of
    x are entered by the researcher or decision maker to predict y. A word of caution; it is very tempting to state
    that a change in x causes a change in y but, like correlation, regression does not imply causation in non-
    experimental research designs.

    RCH 5301, Research Design and Methods 6

    UNIT x STUDY GUIDE
    Title

    Using the above line of best fit for the bivariate data of salary and years of experience as an example, the
    model would be represented as:

    y (Salary)
    x (Years of Experience)
    a (Y intercept)
    b (Slope)
    y = a + bx (Regression Model)

    Salary = 17,017 + (8,294.80) (Years of Experience)

    Therefore, if the researcher wanted to predict the annual salary of a person with 12 years of experience, the
    resulting estimate would be:

    $116,554.60 = 17,017 + (8,294.80) (12)

    Since regression has predictive power through the development of a regression model, whereas correlation
    does not, there are some nuances that should be noted when interpreting and explaining regression results.

    • It is true that simple regression, like correlation, analyzes the relationship between only two variables,
    an IV and DV, but it is more accurate to state that regression analyzes the relationship between a DV
    and the regression model. The importance of this verbiage will become clearer when multiple
    regression is discussed in Unit VI.

    • When using regression analysis (simple and multiple), the correlation between the dependent
    variable and the model is stated in statistical output as Multiple R rather than Pearson’s r.

    • Regression analysis (simple and multiple) provides a coefficient of determination (R Square or R2),
    which is the variability in the DV that is explained by the model.

    The usefulness and power of regression analysis is magnified when more than one IV is included in the
    model to predict changes in a DV. This is the idea behind multiple regression, which is a multivariate
    statistical procedure that will be covered in Unit VI/Chapter 16.

    Cross-Tabulation

    Chi-square (X2) is a common non-parametric inferential statistical procedure that uses cross-tabulations to
    test hypotheses about either nominal or ordinal variables. For example, a chi-square test would be used to
    test a hypothesis about cross-tabulation data, such as those displayed in a contingency table. The chi-square
    test analyzes the relationship between observed frequencies and expected frequencies for two nominal or
    ordinal variables. The chi-square statistic, X2, indicates the goodness-of-fit between the observed and
    expected frequencies. Cross-tabulations are easy to interpret and visually intuitive. It should be noted that
    cross-tabulation is flexible and can be used to analyze univariate, bivariate, or multivariate statistics
    depending on the number of nominal or ordinal variables that the researcher is interested in comparing
    (Cooper & Schindler, 2014).

    t-Test

    The previous bivariate statistics were used to determine if relationships existed between two variables.
    Bivariate statistics also include tests to determine if differences exist between variables and groups means.
    For example, consider these possible research questions:

    • Are there differences in mean AA battery life (DV) between Duracell (IV1) and Energizer (IV2)?
    • Are there differences in mean drug efficacy (DV) between Treatment A (IV1) and Treatment B (IV2)?

    The t-test is a bivariate inferential statistical test that could be used to test hypotheses for the above research
    questions to determine if statistical differences existed between the group means. The t-test is effective and
    frequently used in social science and physical science because results can be used to make inferences about
    the effect the IV grouping variable, often called a factor, has on the DV (Salkind, 2010). The IV factors for the

    RCH 5301, Research Design and Methods 7

    UNIT x STUDY GUIDE
    Title

    above examples are battery type and treatment type respectively. There are, however, two types of t-tests
    that depend on whether two different groups are being tested or the same group over a period of time.

    Independent Samples t-test (also called Between Groups test)

    Using an independent samples t-test, the mean values for a DV are measured and compared between two
    different groups of people or objects. For example, the product manager for Duracell is interested in
    determining if the new Duracell AA mean battery life is greater than the new Energizer AA mean battery life.
    Fifty AA batteries from each brand are tested to determine the mean battery life. An independent samples t-
    test is then used to test the means of the two independent brands to determine if a statistically significant
    difference exists between them.

    Paired Samples t-test (also called Within-Group, Dependent Samples, or Repeated Measure test)

    Using a paired samples t-test, the mean values for a DV are measured and compared for a single group of
    people or objects, both before and after treatment or exposure to different conditions.

    For example, a pharmaceutical company is interested in determining if a new respiratory drug is effective in
    improving lung capacity. Before treatment, they test the lung capacity of a sample of people to determine the
    mean capacity. They provide drug treatment to the same sample group and retest lung capacity to determine
    the mean capacity. A paired samples t-test is then used to test the pretreatment and post treatment means to
    determine if a statistically significant difference exists between them.

    Another application of the paired samples t-test would be if the same pharmaceutical company is interested in
    determining if their new respiratory drug is more effective than their existing drug in improving lung capacity.
    They treat the sample group with the existing drug and calculate mean lung capacity. They then treat the
    same sample group with the new drug and calculate mean lung capacity. A paired samples t-test is then used
    to test the existing drug and new drug means to determine if a statistically significant difference exists
    between them.

    The t-test and ANOVA, which will be discussed in Unit VI, are the primary inferential statistical procedures
    used in controlled experiments to test for mean differences between groups or treatments. However, the t-test
    is not reserved for experimental research designs only but is also used extensively in non-experimental
    research applications. Social scientists looking for real-world relationships between variables adopt multiple
    regression as their primary inferential statistical tool (Field, 2005).

    Conclusion

    Researchers sometimes struggle to determine the most appropriate statistical procedure to use for their
    studies. The most important question they should ask themselves is whether they are testing for relationships
    or differences between two variables. If the answer is neither, then they likely need to use descriptive
    statistics or a univariate test, like a confidence interval or one sample t-test. If the answer is relationships
    between two variables, then they need to use a bivariate test like correlation, simple regression, or chi-
    square. If the answer is differences between two variables, they need to use a t-test. This is not the end of the
    story though. Unit VI will introduce multivariate statistical tests and provide instruction on hypothesis testing
    for statistical significance.

    RCH 5301, Research Design and Methods 8

    UNIT x STUDY GUIDE
    Title

    References

    Bell, E., Bryman, A., & Harley, B. (2022). Business research methods (6th ed.). Oxford University Press.

    https://online.vitalsource.com/#/books/9780192640505

    Cooper, D. R., & Schindler, P. S. (2014). Business research methods (12th ed.). McGraw-Hill.

    Creswell, J. W., & Creswell, J. D. (2022). Research design: Qualitative, quantitative, and mixed methods

    approaches (6th ed.). SAGE. https://online.vitalsource.com/#/books/9781071817964

    Ćurčić M. (2019, February 21). SCATTER PLOT: Definition and examples I BusinessQ [Chart]. BusinessQ

    https://businessq-software.com/2019/02/21/scatter_plot/

    Field, A. (2005). Discovering stats using SPSS (2nd ed.). SAGE.

    Neill, J. (2008). Multiple linear regression [Image]. https://www.slideshare.net/jtneill/multiple-linear-regression

    Norusis, M. J. (2008). SPSS 16.0 guide to data analysis. Prentice Hall.

    Phanny, I. (2014). Guideline for interpreting correlation coefficient [Image].

    https://www.slideshare.net/phannithrupp/guideline-for-interpreting-correlation-coefficient/2

    Salkind, N. J. (2010). Encyclopedia of research design: Causal-comparative design. SAGE.

    http://methods.sagepub.com.libraryresources.columbiasouthern.edu/reference/encyc-of-research-
    design/n42.xml

    Zikmund, W. G., Babin, B. J., Carr, J. C., & Griffin, M. (2013). Business research methods (9th ed.). Cengage

    Learning.

    **## UnitVStudyGuide.pdf**

    RCH 5301, Research Design and Methods 1

    Course Learning Outcomes for Unit V

    At the end of this unit, you should be able to:

    2. Discriminate among the characteristics of qualitative and quantitative research methods.
    2.3 Compare and contrast descriptive statistics and inferential statistics.

    Required Unit Resources

    Chapter 8: Quantitative Methods (ULO 2.3)

    Read the following sections from this chapter:

    • Data Analysis
    • Preregistering the Study Plan
    • Interpreting Results and Writing a Discussion Section

    o Reporting Results
    o Statistical Tests in Survey Research
    o Practical Evidence
    o Context of Previous Studies

    Unit Lesson

    Lesson: Write an Engaging Title (ULO 2.3)

    Introduction

    This unit will introduce descriptive statistics and more advanced statistical procedures, such as correlation,
    regression, t-test, and ANOVA. New terminology will also be used, such as univariate (one variable) statistics,
    bivariate (two variable) statistics, and multivariate (multiple variable) statistics.

    Descriptive and Univariate Statistics

    It is important to remember that research terminology is often used interchangeably in common usage.
    Therefore, some of the terms and phrases used here may differ slightly from those used by others, and,
    likewise, those used here may differ from those used in other research-based sources. Regardless of the
    wording or phrasing, it is usually quite easy to determine the context by the purpose and function of the
    concept being discussed. For example, Bell et al. refer to descriptive and univariate statistics as an
    appropriate way to begin to describe a data set. If a reader knew nothing else about descriptive and univariate
    statistics, they might assume these statistics are one in the same. As a greater understanding is achieved, it
    will become clear that descriptive statistics describe univariate statistics, but the use of univariate statistics
    extends beyond descriptive statistics. This lecture will address descriptive statistics and inferential statistical
    procedures that use both univariate and bivariate statistics.

    Most research articles and textbooks simply refer to descriptive statistics as a means to describe data without
    specifically naming univariate statistics. Descriptive statistics, by definition, are used to describe single
    variables, so whenever descriptive statistics are mentioned, it is safe to assume that data is being described
    on a univariate level. It should also be noted that descriptive statistics, while invaluable for analyzing data, are
    not inferential statistics and, therefore, cannot be used to generalize results to a population.

    As mentioned above, univariate statistics are not limited to simply descriptive statistics. In fact, univariate
    statistics are used in statistical procedures like the one sample t-test and confidence intervals to make

    UNIT V STUDY GUIDE
    Quantitative Data Analysis: Descriptive,
    Univariate, and Bivariate Statistics

    RCH 5301, Research Design and Methods 2

    UNIT x STUDY GUIDE
    Title

    inferences about populations of interest. In each of these procedures, the researcher attempts to make an
    inference from a univariate statistic such as a sample mean. For example, the one-sample t-test, or
    sometimes referred to as a univariate t-test, is used to determine if the sample mean for a single variable is
    equal to an unknown population mean. Similarly, the confidence interval uses a sample mean for a single
    variable to create a range of estimates for an unknown population mean.

    While univariate statistics can be immensely helpful depending on the problem that is being addressed,
    inferential statistics can be extended to make inferences about relationships between two or more variables.
    In addition to univariate statistics, Units V and VI will review some of the fundamental and often used
    statistical procedures employing bivariate and multivariate statistics for making inferences and generalizing
    results to populations.

    Parametric and Non-Parametric Statistics

    While descriptive statistics are the most basic form of data analysis, they are also the most important
    precursor to inferential statistics. Describing the data both visually (e.g., histograms) and statistically (e.g.,
    measures of central tendency) can be useful by itself, such as for identifying outliers. But descriptive statistics
    perform another important and necessary function, which is to determine if the data meet the required
    assumptions for the use of inferential statistical procedures. Each procedure has its own required
    assumptions, but a normal distribution of data is the shared requirement for special procedures call
    parametric statistical tests (Cooper & Schindler, 2014). (Note: A quick internet search will yield all the
    assumptions that must be met for whichever procedure the researcher decides to use.)

    Inferential statistics include parametric and non-parametric statistical procedures. Researchers prefer the use
    of parametric statistical procedures for hypothesis testing since they are more powerful than non-parametric
    tests and, therefore, are more likely to find a true effect when one exists. Said differently, parametric tests are
    less likely to commit a Type II error, or false negative, which is when the null hypothesis is incorrectly
    accepted as true. Hypothesis testing, Type I and Type II errors, and statistical significance will be covered in
    much more detail in Unit VI. Non-parametric tests also have assumptions that must be met, but they are far
    fewer and much less restrictive. For example, under non-parametric statistical procedures, there is no
    assumption of a normal distribution of data. For this reason, non-parametric tests are sometimes called
    distribution-free statistics. It also should be noted that parametric tests require the use of continuous data, or
    data that are measure on an interval or ratio scale. Non-parametric tests are appropriate for data measured
    on a nominal or ordinal scale (Zikmund et al. 2013). Fortunately for researchers, parametric statistical
    procedures often have non-parametric equivalents, as seen in the table below.

    RCH 5301, Research Design and Methods 3

    UNIT x STUDY GUIDE
    Title

    If, after analyzing descriptive statistics, a researcher is still unsure if the assumptions for parametric testing
    are met, there is an alternative approach that can be taken. Hypothesis testing can use a parametric and non-
    parametric equivalent procedure using the same data. If the test results are the same (e.g., both statistically
    significant or both statistically non-significant), there is nothing more to worry about (Norusis, 2008).

    Bivariate Statistics

    Bivariate statistical analysis can be simplified as either looking for relationships or differences between
    variables. Parametric statistical procedures that test for relationships between variables include correlation
    and simple regression. Chi-square is a non-parametric procedure that tests for relationships between
    variables. The t-test is a parametric statistical procedure that tests for differences between variables.

    Pearson’s Correlation Coefficient (r)

    Although many course concepts in research methods may be new and foreign, correlation may feel more
    familiar to most students. Correlation makes intuitive sense to most people since relationships between
    variables are common in everyday life, such as the relationship between social media consumption and
    grades, the relationship of education and income, and the relationship between temperature and energy use.

    Although Pearson’s r can be calculated by hand, as can other statistics, it is much more common to use
    statistical software that can quickly and accurately compute a correlation coefficient. Microsoft Excel provides
    an add-on, called Toolpak, that can be easily installed to an existing Excel package at no cost by following the
    directions:

    Data Analysis ToolPak in Excel

    Pearson’s r is a standardized measure of correlation that ranges from -1 to +1. The chart below shows the
    degrees of correlation between the minimum of -1 and maximum of +1.

    (Adapted from “Guideline for Interpreting Correlation Coefficient” by ITH Phanny, 2014)

    Pearson’s r indicates both the strength and direction of the relationship between variables. A Pearson’s r of
    +1 indicates a perfect positive correlation, -1 indicates a perfect negative correlation, and 0 indicates no
    correlation at all between variables. As shown below, the closer the data points cluster in a linear fashion, the
    greater the correlation between variables.

    (Ćurčić, 2019)

    RCH 5301, Research Design and Methods 4

    UNIT x STUDY GUIDE
    Title

    Coefficient of Determination (R2)

    Pearson’s r is very useful for understanding the strength and direction of the relationship between variables,
    but its use can be extended. By simply squaring r, a statistic called the coefficient of determination, notated as
    R2, is produced. The coefficient of determination (R2) indicates the amount of variability in one variable that is
    explained by the other variable, but this should not be confused with causation (Field, 2005).

    Most statistical software programs will automatically calculate r and R2 when conducting a correlation
    analysis, so it is quick and easy to see the strength, direction, and explained variance between variables. For
    example, assume a data set for the variables a) employee overtime hours and b) employee job satisfaction is
    being tested for correlation, and the results are:

    x = employee turnover
    y = employee morale
    r = -0.60, indicating a moderately strong negative relationship between turnover and morale.

    R2 = .36, indicating that 36% of the variability in morale is explained by turnover.

    Simple Regression Analysis

    Correlation analysis, especially Pearson’s r, is a popular inferential statistical procedure. It is intuitive and
    easy to interpret. Notwithstanding these benefits, correlation analysis is unable to predict how the change in
    one variable will relate to a change in another variable. Fortunately, there is another inferential statistical
    procedure that can predict the change in a dependent variable (DV) from changes in an independent variable
    (IV). That bivariate statistical procedure is simple regression.

    Simple regression is a useful bivariate statistical procedure that shares many commonalities with correlation,
    including:

    • It analyzes only two variables, an independent (IV) and dependent (DV).
    • It provides a measure of correlation between the two variables (usually Pearson’s r).
    • It provides the coefficient of determination.

    The difference between correlation and simple regression, however, is game changing. Simple regression
    provides all the benefits of correlation, plus, it has predictive power. This is accomplished through a
    regression line that is fit to the data. As shown in the graphic below, the black line is called the line of best fit.
    The line of best fit represents the line that minimizes the sum of squared residuals between the data points
    and the line.

    RCH 5301, Research Design and Methods 5

    UNIT x STUDY GUIDE
    Title

    Adapted from "Multiple Linear Regression" by James Neill, 2008)

    If all of the data points fell on a straight line, it would be a perfect linear relationship, which would enable a
    perfect prediction of the Y axis variable by looking at the X axis variable. A perfect linear relationship is rare,
    so a regression model is developed using the formula for a straight line, or y = a + b(x), where any x variable
    can be used to predict the y variable. More specifically, the model can be used to make predictions about how
    a change in x will relate to a change in y. The x independent variable (IV) is sometimes referred to as a
    predictor variable, and the y dependent variable (DV) is sometimes referred to as the outcome or criterion
    variable (Norusis, 2008). The statistical software provides the fixed values for a and b, and arbitrary values of
    x are entered by the researcher or decision maker to predict y. A word of caution; it is very tempting to state
    that a change in x causes a change in y but, like correlation, regression does not imply causation in non-
    experimental research designs.

    RCH 5301, Research Design and Methods 6

    UNIT x STUDY GUIDE
    Title

    Using the above line of best fit for the bivariate data of salary and years of experience as an example, the
    model would be represented as:

    y (Salary)
    x (Years of Experience)
    a (Y intercept)
    b (Slope)
    y = a + bx (Regression Model)

    Salary = 17,017 + (8,294.80) (Years of Experience)

    Therefore, if the researcher wanted to predict the annual salary of a person with 12 years of experience, the
    resulting estimate would be:

    $116,554.60 = 17,017 + (8,294.80) (12)

    Since regression has predictive power through the development of a regression model, whereas correlation
    does not, there are some nuances that should be noted when interpreting and explaining regression results.

    • It is true that simple regression, like correlation, analyzes the relationship between only two variables,
    an IV and DV, but it is more accurate to state that regression analyzes the relationship between a DV
    and the regression model. The importance of this verbiage will become clearer when multiple
    regression is discussed in Unit VI.

    • When using regression analysis (simple and multiple), the correlation between the dependent
    variable and the model is stated in statistical output as Multiple R rather than Pearson’s r.

    • Regression analysis (simple and multiple) provides a coefficient of determination (R Square or R2),
    which is the variability in the DV that is explained by the model.

    The usefulness and power of regression analysis is magnified when more than one IV is included in the
    model to predict changes in a DV. This is the idea behind multiple regression, which is a multivariate
    statistical procedure that will be covered in Unit VI/Chapter 16.

    Cross-Tabulation

    Chi-square (X2) is a common non-parametric inferential statistical procedure that uses cross-tabulations to
    test hypotheses about either nominal or ordinal variables. For example, a chi-square test would be used to
    test a hypothesis about cross-tabulation data, such as those displayed in a contingency table. The chi-square
    test analyzes the relationship between observed frequencies and expected frequencies for two nominal or
    ordinal variables. The chi-square statistic, X2, indicates the goodness-of-fit between the observed and
    expected frequencies. Cross-tabulations are easy to interpret and visually intuitive. It should be noted that
    cross-tabulation is flexible and can be used to analyze univariate, bivariate, or multivariate statistics
    depending on the number of nominal or ordinal variables that the researcher is interested in comparing
    (Cooper & Schindler, 2014).

    t-Test

    The previous bivariate statistics were used to determine if relationships existed between two variables.
    Bivariate statistics also include tests to determine if differences exist between variables and groups means.
    For example, consider these possible research questions:

    • Are there differences in mean AA battery life (DV) between Duracell (IV1) and Energizer (IV2)?
    • Are there differences in mean drug efficacy (DV) between Treatment A (IV1) and Treatment B (IV2)?

    The t-test is a bivariate inferential statistical test that could be used to test hypotheses for the above research
    questions to determine if statistical differences existed between the group means. The t-test is effective and
    frequently used in social science and physical science because results can be used to make inferences about
    the effect the IV grouping variable, often called a factor, has on the DV (Salkind, 2010). The IV factors for the

    RCH 5301, Research Design and Methods 7

    UNIT x STUDY GUIDE
    Title

    above examples are battery type and treatment type respectively. There are, however, two types of t-tests
    that depend on whether two different groups are being tested or the same group over a period of time.

    Independent Samples t-test (also called Between Groups test)

    Using an independent samples t-test, the mean values for a DV are measured and compared between two
    different groups of people or objects. For example, the product manager for Duracell is interested in
    determining if the new Duracell AA mean battery life is greater than the new Energizer AA mean battery life.
    Fifty AA batteries from each brand are tested to determine the mean battery life. An independent samples t-
    test is then used to test the means of the two independent brands to determine if a statistically significant
    difference exists between them.

    Paired Samples t-test (also called Within-Group, Dependent Samples, or Repeated Measure test)

    Using a paired samples t-test, the mean values for a DV are measured and compared for a single group of
    people or objects, both before and after treatment or exposure to different conditions.

    For example, a pharmaceutical company is interested in determining if a new respiratory drug is effective in
    improving lung capacity. Before treatment, they test the lung capacity of a sample of people to determine the
    mean capacity. They provide drug treatment to the same sample group and retest lung capacity to determine
    the mean capacity. A paired samples t-test is then used to test the pretreatment and post treatment means to
    determine if a statistically significant difference exists between them.

    Another application of the paired samples t-test would be if the same pharmaceutical company is interested in
    determining if their new respiratory drug is more effective than their existing drug in improving lung capacity.
    They treat the sample group with the existing drug and calculate mean lung capacity. They then treat the
    same sample group with the new drug and calculate mean lung capacity. A paired samples t-test is then used
    to test the existing drug and new drug means to determine if a statistically significant difference exists
    between them.

    The t-test and ANOVA, which will be discussed in Unit VI, are the primary inferential statistical procedures
    used in controlled experiments to test for mean differences between groups or treatments. However, the t-test
    is not reserved for experimental research designs only but is also used extensively in non-experimental
    research applications. Social scientists looking for real-world relationships between variables adopt multiple
    regression as their primary inferential statistical tool (Field, 2005).

    Conclusion

    Researchers sometimes struggle to determine the most appropriate statistical procedure to use for their
    studies. The most important question they should ask themselves is whether they are testing for relationships
    or differences between two variables. If the answer is neither, then they likely need to use descriptive
    statistics or a univariate test, like a confidence interval or one sample t-test. If the answer is relationships
    between two variables, then they need to use a bivariate test like correlation, simple regression, or chi-
    square. If the answer is differences between two variables, they need to use a t-test. This is not the end of the
    story though. Unit VI will introduce multivariate statistical tests and provide instruction on hypothesis testing
    for statistical significance.

    RCH 5301, Research Design and Methods 8

    UNIT x STUDY GUIDE
    Title

    References

    Bell, E., Bryman, A., & Harley, B. (2022). Business research methods (6th ed.). Oxford University Press.

    https://online.vitalsource.com/#/books/9780192640505

    Cooper, D. R., & Schindler, P. S. (2014). Business research methods (12th ed.). McGraw-Hill.

    Creswell, J. W., & Creswell, J. D. (2022). Research design: Qualitative, quantitative, and mixed methods

    approaches (6th ed.). SAGE. https://online.vitalsource.com/#/books/9781071817964

    Ćurčić M. (2019, February 21). SCATTER PLOT: Definition and examples I BusinessQ [Chart]. BusinessQ

    https://businessq-software.com/2019/02/21/scatter_plot/

    Field, A. (2005). Discovering stats using SPSS (2nd ed.). SAGE.

    Neill, J. (2008). Multiple linear regression [Image]. https://www.slideshare.net/jtneill/multiple-linear-regression

    Norusis, M. J. (2008). SPSS 16.0 guide to data analysis. Prentice Hall.

    Phanny, I. (2014). Guideline for interpreting correlation coefficient [Image].

    https://www.slideshare.net/phannithrupp/guideline-for-interpreting-correlation-coefficient/2

    Salkind, N. J. (2010). Encyclopedia of research design: Causal-comparative design. SAGE.

    http://methods.sagepub.com.libraryresources.columbiasouthern.edu/reference/encyc-of-research-
    design/n42.xml

    Zikmund, W. G., Babin, B. J., Carr, J. C., & Griffin, M. (2013). Business research methods (9th ed.). Cengage

    Learning.

    **## ResearchDesignandMethodsRCH5301UnitVDB.docx**

    2

    Research Design and Methods RCH 5301 DB V

    **Unit V Assignment**

    Describe a dilemma you are currently facing, and the variables involved. Would this dilemma be best resolved by using a correlational analytical approach or a causal-comparative analytical approach?

    I will need to send you a response. Then, choose a peer(s) response and make a case for using the opposite analytical approach (e.g., If your peer(s) advocates using a test of relationships, such as simple regression analysis, to address their dilemma, make a case for using a test of differences, such as the t-test).

    • Your initial post should be at least 300 words in length.

    • Your initial post should include at least one APA-formatted scholarly, professional, or textbook reference with accompanying in-text citation to support any paraphrased, summarized, or quoted material.

    **## UnitVStudyGuide.pdf**

    RCH 5301, Research Design and Methods 1

    Course Learning Outcomes for Unit V

    At the end of this unit, you should be able to:

    2. Discriminate among the characteristics of qualitative and quantitative research methods.
    2.3 Compare and contrast descriptive statistics and inferential statistics.

    Required Unit Resources

    Chapter 8: Quantitative Methods (ULO 2.3)

    Read the following sections from this chapter:

    • Data Analysis
    • Preregistering the Study Plan
    • Interpreting Results and Writing a Discussion Section

    o Reporting Results
    o Statistical Tests in Survey Research
    o Practical Evidence
    o Context of Previous Studies

    Unit Lesson

    Lesson: Write an Engaging Title (ULO 2.3)

    Introduction

    This unit will introduce descriptive statistics and more advanced statistical procedures, such as correlation,
    regression, t-test, and ANOVA. New terminology will also be used, such as univariate (one variable) statistics,
    bivariate (two variable) statistics, and multivariate (multiple variable) statistics.

    Descriptive and Univariate Statistics

    It is important to remember that research terminology is often used interchangeably in common usage.
    Therefore, some of the terms and phrases used here may differ slightly from those used by others, and,
    likewise, those used here may differ from those used in other research-based sources. Regardless of the
    wording or phrasing, it is usually quite easy to determine the context by the purpose and function of the
    concept being discussed. For example, Bell et al. refer to descriptive and univariate statistics as an
    appropriate way to begin to describe a data set. If a reader knew nothing else about descriptive and univariate
    statistics, they might assume these statistics are one in the same. As a greater understanding is achieved, it
    will become clear that descriptive statistics describe univariate statistics, but the use of univariate statistics
    extends beyond descriptive statistics. This lecture will address descriptive statistics and inferential statistical
    procedures that use both univariate and bivariate statistics.

    Most research articles and textbooks simply refer to descriptive statistics as a means to describe data without
    specifically naming univariate statistics. Descriptive statistics, by definition, are used to describe single
    variables, so whenever descriptive statistics are mentioned, it is safe to assume that data is being described
    on a univariate level. It should also be noted that descriptive statistics, while invaluable for analyzing data, are
    not inferential statistics and, therefore, cannot be used to generalize results to a population.

    As mentioned above, univariate statistics are not limited to simply descriptive statistics. In fact, univariate
    statistics are used in statistical procedures like the one sample t-test and confidence intervals to make

    UNIT V STUDY GUIDE
    Quantitative Data Analysis: Descriptive,
    Univariate, and Bivariate Statistics

    RCH 5301, Research Design and Methods 2

    UNIT x STUDY GUIDE
    Title

    inferences about populations of interest. In each of these procedures, the researcher attempts to make an
    inference from a univariate statistic such as a sample mean. For example, the one-sample t-test, or
    sometimes referred to as a univariate t-test, is used to determine if the sample mean for a single variable is
    equal to an unknown population mean. Similarly, the confidence interval uses a sample mean for a single
    variable to create a range of estimates for an unknown population mean.

    While univariate statistics can be immensely helpful depending on the problem that is being addressed,
    inferential statistics can be extended to make inferences about relationships between two or more variables.
    In addition to univariate statistics, Units V and VI will review some of the fundamental and often used
    statistical procedures employing bivariate and multivariate statistics for making inferences and generalizing
    results to populations.

    Parametric and Non-Parametric Statistics

    While descriptive statistics are the most basic form of data analysis, they are also the most important
    precursor to inferential statistics. Describing the data both visually (e.g., histograms) and statistically (e.g.,
    measures of central tendency) can be useful by itself, such as for identifying outliers. But descriptive statistics
    perform another important and necessary function, which is to determine if the data meet the required
    assumptions for the use of inferential statistical procedures. Each procedure has its own required
    assumptions, but a normal distribution of data is the shared requirement for special procedures call
    parametric statistical tests (Cooper & Schindler, 2014). (Note: A quick internet search will yield all the
    assumptions that must be met for whichever procedure the researcher decides to use.)

    Inferential statistics include parametric and non-parametric statistical procedures. Researchers prefer the use
    of parametric statistical procedures for hypothesis testing since they are more powerful than non-parametric
    tests and, therefore, are more likely to find a true effect when one exists. Said differently, parametric tests are
    less likely to commit a Type II error, or false negative, which is when the null hypothesis is incorrectly
    accepted as true. Hypothesis testing, Type I and Type II errors, and statistical significance will be covered in
    much more detail in Unit VI. Non-parametric tests also have assumptions that must be met, but they are far
    fewer and much less restrictive. For example, under non-parametric statistical procedures, there is no
    assumption of a normal distribution of data. For this reason, non-parametric tests are sometimes called
    distribution-free statistics. It also should be noted that parametric tests require the use of continuous data, or
    data that are measure on an interval or ratio scale. Non-parametric tests are appropriate for data measured
    on a nominal or ordinal scale (Zikmund et al. 2013). Fortunately for researchers, parametric statistical
    procedures often have non-parametric equivalents, as seen in the table below.

    RCH 5301, Research Design and Methods 3

    UNIT x STUDY GUIDE
    Title

    If, after analyzing descriptive statistics, a researcher is still unsure if the assumptions for parametric testing
    are met, there is an alternative approach that can be taken. Hypothesis testing can use a parametric and non-
    parametric equivalent procedure using the same data. If the test results are the same (e.g., both statistically
    significant or both statistically non-significant), there is nothing more to worry about (Norusis, 2008).

    Bivariate Statistics

    Bivariate statistical analysis can be simplified as either looking for relationships or differences between
    variables. Parametric statistical procedures that test for relationships between variables include correlation
    and simple regression. Chi-square is a non-parametric procedure that tests for relationships between
    variables. The t-test is a parametric statistical procedure that tests for differences between variables.

    Pearson’s Correlation Coefficient (r)

    Although many course concepts in research methods may be new and foreign, correlation may feel more
    familiar to most students. Correlation makes intuitive sense to most people since relationships between
    variables are common in everyday life, such as the relationship between social media consumption and
    grades, the relationship of education and income, and the relationship between temperature and energy use.

    Although Pearson’s r can be calculated by hand, as can other statistics, it is much more common to use
    statistical software that can quickly and accurately compute a correlation coefficient. Microsoft Excel provides
    an add-on, called Toolpak, that can be easily installed to an existing Excel package at no cost by following the
    directions:

    Data Analysis ToolPak in Excel

    Pearson’s r is a standardized measure of correlation that ranges from -1 to +1. The chart below shows the
    degrees of correlation between the minimum of -1 and maximum of +1.

    (Adapted from “Guideline for Interpreting Correlation Coefficient” by ITH Phanny, 2014)

    Pearson’s r indicates both the strength and direction of the relationship between variables. A Pearson’s r of
    +1 indicates a perfect positive correlation, -1 indicates a perfect negative correlation, and 0 indicates no
    correlation at all between variables. As shown below, the closer the data points cluster in a linear fashion, the
    greater the correlation between variables.

    (Ćurčić, 2019)

    RCH 5301, Research Design and Methods 4

    UNIT x STUDY GUIDE
    Title

    Coefficient of Determination (R2)

    Pearson’s r is very useful for understanding the strength and direction of the relationship between variables,
    but its use can be extended. By simply squaring r, a statistic called the coefficient of determination, notated as
    R2, is produced. The coefficient of determination (R2) indicates the amount of variability in one variable that is
    explained by the other variable, but this should not be confused with causation (Field, 2005).

    Most statistical software programs will automatically calculate r and R2 when conducting a correlation
    analysis, so it is quick and easy to see the strength, direction, and explained variance between variables. For
    example, assume a data set for the variables a) employee overtime hours and b) employee job satisfaction is
    being tested for correlation, and the results are:

    x = employee turnover
    y = employee morale
    r = -0.60, indicating a moderately strong negative relationship between turnover and morale.

    R2 = .36, indicating that 36% of the variability in morale is explained by turnover.

    Simple Regression Analysis

    Correlation analysis, especially Pearson’s r, is a popular inferential statistical procedure. It is intuitive and
    easy to interpret. Notwithstanding these benefits, correlation analysis is unable to predict how the change in
    one variable will relate to a change in another variable. Fortunately, there is another inferential statistical
    procedure that can predict the change in a dependent variable (DV) from changes in an independent variable
    (IV). That bivariate statistical procedure is simple regression.

    Simple regression is a useful bivariate statistical procedure that shares many commonalities with correlation,
    including:

    • It analyzes only two variables, an independent (IV) and dependent (DV).
    • It provides a measure of correlation between the two variables (usually Pearson’s r).
    • It provides the coefficient of determination.

    The difference between correlation and simple regression, however, is game changing. Simple regression
    provides all the benefits of correlation, plus, it has predictive power. This is accomplished through a
    regression line that is fit to the data. As shown in the graphic below, the black line is called the line of best fit.
    The line of best fit represents the line that minimizes the sum of squared residuals between the data points
    and the line.

    RCH 5301, Research Design and Methods 5

    UNIT x STUDY GUIDE
    Title

    Adapted from "Multiple Linear Regression" by James Neill, 2008)

    If all of the data points fell on a straight line, it would be a perfect linear relationship, which would enable a
    perfect prediction of the Y axis variable by looking at the X axis variable. A perfect linear relationship is rare,
    so a regression model is developed using the formula for a straight line, or y = a + b(x), where any x variable
    can be used to predict the y variable. More specifically, the model can be used to make predictions about how
    a change in x will relate to a change in y. The x independent variable (IV) is sometimes referred to as a
    predictor variable, and the y dependent variable (DV) is sometimes referred to as the outcome or criterion
    variable (Norusis, 2008). The statistical software provides the fixed values for a and b, and arbitrary values of
    x are entered by the researcher or decision maker to predict y. A word of caution; it is very tempting to state
    that a change in x causes a change in y but, like correlation, regression does not imply causation in non-
    experimental research designs.

    RCH 5301, Research Design and Methods 6

    UNIT x STUDY GUIDE
    Title

    Using the above line of best fit for the bivariate data of salary and years of experience as an example, the
    model would be represented as:

    y (Salary)
    x (Years of Experience)
    a (Y intercept)
    b (Slope)
    y = a + bx (Regression Model)

    Salary = 17,017 + (8,294.80) (Years of Experience)

    Therefore, if the researcher wanted to predict the annual salary of a person with 12 years of experience, the
    resulting estimate would be:

    $116,554.60 = 17,017 + (8,294.80) (12)

    Since regression has predictive power through the development of a regression model, whereas correlation
    does not, there are some nuances that should be noted when interpreting and explaining regression results.

    • It is true that simple regression, like correlation, analyzes the relationship between only two variables,
    an IV and DV, but it is more accurate to state that regression analyzes the relationship between a DV
    and the regression model. The importance of this verbiage will become clearer when multiple
    regression is discussed in Unit VI.

    • When using regression analysis (simple and multiple), the correlation between the dependent
    variable and the model is stated in statistical output as Multiple R rather than Pearson’s r.

    • Regression analysis (simple and multiple) provides a coefficient of determination (R Square or R2),
    which is the variability in the DV that is explained by the model.

    The usefulness and power of regression analysis is magnified when more than one IV is included in the
    model to predict changes in a DV. This is the idea behind multiple regression, which is a multivariate
    statistical procedure that will be covered in Unit VI/Chapter 16.

    Cross-Tabulation

    Chi-square (X2) is a common non-parametric inferential statistical procedure that uses cross-tabulations to
    test hypotheses about either nominal or ordinal variables. For example, a chi-square test would be used to
    test a hypothesis about cross-tabulation data, such as those displayed in a contingency table. The chi-square
    test analyzes the relationship between observed frequencies and expected frequencies for two nominal or
    ordinal variables. The chi-square statistic, X2, indicates the goodness-of-fit between the observed and
    expected frequencies. Cross-tabulations are easy to interpret and visually intuitive. It should be noted that
    cross-tabulation is flexible and can be used to analyze univariate, bivariate, or multivariate statistics
    depending on the number of nominal or ordinal variables that the researcher is interested in comparing
    (Cooper & Schindler, 2014).

    t-Test

    The previous bivariate statistics were used to determine if relationships existed between two variables.
    Bivariate statistics also include tests to determine if differences exist between variables and groups means.
    For example, consider these possible research questions:

    • Are there differences in mean AA battery life (DV) between Duracell (IV1) and Energizer (IV2)?
    • Are there differences in mean drug efficacy (DV) between Treatment A (IV1) and Treatment B (IV2)?

    The t-test is a bivariate inferential statistical test that could be used to test hypotheses for the above research
    questions to determine if statistical differences existed between the group means. The t-test is effective and
    frequently used in social science and physical science because results can be used to make inferences about
    the effect the IV grouping variable, often called a factor, has on the DV (Salkind, 2010). The IV factors for the

    RCH 5301, Research Design and Methods 7

    UNIT x STUDY GUIDE
    Title

    above examples are battery type and treatment type respectively. There are, however, two types of t-tests
    that depend on whether two different groups are being tested or the same group over a period of time.

    Independent Samples t-test (also called Between Groups test)

    Using an independent samples t-test, the mean values for a DV are measured and compared between two
    different groups of people or objects. For example, the product manager for Duracell is interested in
    determining if the new Duracell AA mean battery life is greater than the new Energizer AA mean battery life.
    Fifty AA batteries from each brand are tested to determine the mean battery life. An independent samples t-
    test is then used to test the means of the two independent brands to determine if a statistically significant
    difference exists between them.

    Paired Samples t-test (also called Within-Group, Dependent Samples, or Repeated Measure test)

    Using a paired samples t-test, the mean values for a DV are measured and compared for a single group of
    people or objects, both before and after treatment or exposure to different conditions.

    For example, a pharmaceutical company is interested in determining if a new respiratory drug is effective in
    improving lung capacity. Before treatment, they test the lung capacity of a sample of people to determine the
    mean capacity. They provide drug treatment to the same sample group and retest lung capacity to determine
    the mean capacity. A paired samples t-test is then used to test the pretreatment and post treatment means to
    determine if a statistically significant difference exists between them.

    Another application of the paired samples t-test would be if the same pharmaceutical company is interested in
    determining if their new respiratory drug is more effective than their existing drug in improving lung capacity.
    They treat the sample group with the existing drug and calculate mean lung capacity. They then treat the
    same sample group with the new drug and calculate mean lung capacity. A paired samples t-test is then used
    to test the existing drug and new drug means to determine if a statistically significant difference exists
    between them.

    The t-test and ANOVA, which will be discussed in Unit VI, are the primary inferential statistical procedures
    used in controlled experiments to test for mean differences between groups or treatments. However, the t-test
    is not reserved for experimental research designs only but is also used extensively in non-experimental
    research applications. Social scientists looking for real-world relationships between variables adopt multiple
    regression as their primary inferential statistical tool (Field, 2005).

    Conclusion

    Researchers sometimes struggle to determine the most appropriate statistical procedure to use for their
    studies. The most important question they should ask themselves is whether they are testing for relationships
    or differences between two variables. If the answer is neither, then they likely need to use descriptive
    statistics or a univariate test, like a confidence interval or one sample t-test. If the answer is relationships
    between two variables, then they need to use a bivariate test like correlation, simple regression, or chi-
    square. If the answer is differences between two variables, they need to use a t-test. This is not the end of the
    story though. Unit VI will introduce multivariate statistical tests and provide instruction on hypothesis testing
    for statistical significance.

    RCH 5301, Research Design and Methods 8

    UNIT x STUDY GUIDE
    Title

    References

    Bell, E., Bryman, A., & Harley, B. (2022). Business research methods (6th ed.). Oxford University Press.

    https://online.vitalsource.com/#/books/9780192640505

    Cooper, D. R., & Schindler, P. S. (2014). Business research methods (12th ed.). McGraw-Hill.

    Creswell, J. W., & Creswell, J. D. (2022). Research design: Qualitative, quantitative, and mixed methods

    approaches (6th ed.). SAGE. https://online.vitalsource.com/#/books/9781071817964

    Ćurčić M. (2019, February 21). SCATTER PLOT: Definition and examples I BusinessQ [Chart]. BusinessQ

    https://businessq-software.com/2019/02/21/scatter_plot/

    Field, A. (2005). Discovering stats using SPSS (2nd ed.). SAGE.

    Neill, J. (2008). Multiple linear regression [Image]. https://www.slideshare.net/jtneill/multiple-linear-regression

    Norusis, M. J. (2008). SPSS 16.0 guide to data analysis. Prentice Hall.

    Phanny, I. (2014). Guideline for interpreting correlation coefficient [Image].

    https://www.slideshare.net/phannithrupp/guideline-for-interpreting-correlation-coefficient/2

    Salkind, N. J. (2010). Encyclopedia of research design: Causal-comparative design. SAGE.

    http://methods.sagepub.com.libraryresources.columbiasouthern.edu/reference/encyc-of-research-
    design/n42.xml

    Zikmund, W. G., Babin, B. J., Carr, J. C., & Griffin, M. (2013). Business research methods (9th ed.). Cengage

    Learning.

    **## ResearchDesignandMethodsRCH5301UnitVDB.docx**

    2

    Research Design and Methods RCH 5301 DB V

    **Unit V Assignment**

    Describe a dilemma you are currently facing, and the variables involved. Would this dilemma be best resolved by using a correlational analytical approach or a causal-comparative analytical approach?

    I will need to send you a response. Then, choose a peer(s) response and make a case for using the opposite analytical approach (e.g., If your peer(s) advocates using a test of relationships, such as simple regression analysis, to address their dilemma, make a case for using a test of differences, such as the t-test).

    • Your initial post should be at least 300 words in length.

    • Your initial post should include at least one APA-formatted scholarly, professional, or textbook reference with accompanying in-text citation to support any paraphrased, summarized, or quoted material.

    **## UnitVStudyGuide.pdf**

    RCH 5301, Research Design and Methods 1

    Course Learning Outcomes for Unit V

    At the end of this unit, you should be able to:

    2. Discriminate among the characteristics of qualitative and quantitative research methods.
    2.3 Compare and contrast descriptive statistics and inferential statistics.

    Required Unit Resources

    Chapter 8: Quantitative Methods (ULO 2.3)

    Read the following sections from this chapter:

    • Data Analysis
    • Preregistering the Study Plan
    • Interpreting Results and Writing a Discussion Section

    o Reporting Results
    o Statistical Tests in Survey Research
    o Practical Evidence
    o Context of Previous Studies

    Unit Lesson

    Lesson: Write an Engaging Title (ULO 2.3)

    Introduction

    This unit will introduce descriptive statistics and more advanced statistical procedures, such as correlation,
    regression, t-test, and ANOVA. New terminology will also be used, such as univariate (one variable) statistics,
    bivariate (two variable) statistics, and multivariate (multiple variable) statistics.

    Descriptive and Univariate Statistics

    It is important to remember that research terminology is often used interchangeably in common usage.
    Therefore, some of the terms and phrases used here may differ slightly from those used by others, and,
    likewise, those used here may differ from those used in other research-based sources. Regardless of the
    wording or phrasing, it is usually quite easy to determine the context by the purpose and function of the
    concept being discussed. For example, Bell et al. refer to descriptive and univariate statistics as an
    appropriate way to begin to describe a data set. If a reader knew nothing else about descriptive and univariate
    statistics, they might assume these statistics are one in the same. As a greater understanding is achieved, it
    will become clear that descriptive statistics describe univariate statistics, but the use of univariate statistics
    extends beyond descriptive statistics. This lecture will address descriptive statistics and inferential statistical
    procedures that use both univariate and bivariate statistics.

    Most research articles and textbooks simply refer to descriptive statistics as a means to describe data without
    specifically naming univariate statistics. Descriptive statistics, by definition, are used to describe single
    variables, so whenever descriptive statistics are mentioned, it is safe to assume that data is being described
    on a univariate level. It should also be noted that descriptive statistics, while invaluable for analyzing data, are
    not inferential statistics and, therefore, cannot be used to generalize results to a population.

    As mentioned above, univariate statistics are not limited to simply descriptive statistics. In fact, univariate
    statistics are used in statistical procedures like the one sample t-test and confidence intervals to make

    UNIT V STUDY GUIDE
    Quantitative Data Analysis: Descriptive,
    Univariate, and Bivariate Statistics

    RCH 5301, Research Design and Methods 2

    UNIT x STUDY GUIDE
    Title

    inferences about populations of interest. In each of these procedures, the researcher attempts to make an
    inference from a univariate statistic such as a sample mean. For example, the one-sample t-test, or
    sometimes referred to as a univariate t-test, is used to determine if the sample mean for a single variable is
    equal to an unknown population mean. Similarly, the confidence interval uses a sample mean for a single
    variable to create a range of estimates for an unknown population mean.

    While univariate statistics can be immensely helpful depending on the problem that is being addressed,
    inferential statistics can be extended to make inferences about relationships between two or more variables.
    In addition to univariate statistics, Units V and VI will review some of the fundamental and often used
    statistical procedures employing bivariate and multivariate statistics for making inferences and generalizing
    results to populations.

    Parametric and Non-Parametric Statistics

    While descriptive statistics are the most basic form of data analysis, they are also the most important
    precursor to inferential statistics. Describing the data both visually (e.g., histograms) and statistically (e.g.,
    measures of central tendency) can be useful by itself, such as for identifying outliers. But descriptive statistics
    perform another important and necessary function, which is to determine if the data meet the required
    assumptions for the use of inferential statistical procedures. Each procedure has its own required
    assumptions, but a normal distribution of data is the shared requirement for special procedures call
    parametric statistical tests (Cooper & Schindler, 2014). (Note: A quick internet search will yield all the
    assumptions that must be met for whichever procedure the researcher decides to use.)

    Inferential statistics include parametric and non-parametric statistical procedures. Researchers prefer the use
    of parametric statistical procedures for hypothesis testing since they are more powerful than non-parametric
    tests and, therefore, are more likely to find a true effect when one exists. Said differently, parametric tests are
    less likely to commit a Type II error, or false negative, which is when the null hypothesis is incorrectly
    accepted as true. Hypothesis testing, Type I and Type II errors, and statistical significance will be covered in
    much more detail in Unit VI. Non-parametric tests also have assumptions that must be met, but they are far
    fewer and much less restrictive. For example, under non-parametric statistical procedures, there is no
    assumption of a normal distribution of data. For this reason, non-parametric tests are sometimes called
    distribution-free statistics. It also should be noted that parametric tests require the use of continuous data, or
    data that are measure on an interval or ratio scale. Non-parametric tests are appropriate for data measured
    on a nominal or ordinal scale (Zikmund et al. 2013). Fortunately for researchers, parametric statistical
    procedures often have non-parametric equivalents, as seen in the table below.

    RCH 5301, Research Design and Methods 3

    UNIT x STUDY GUIDE
    Title

    If, after analyzing descriptive statistics, a researcher is still unsure if the assumptions for parametric testing
    are met, there is an alternative approach that can be taken. Hypothesis testing can use a parametric and non-
    parametric equivalent procedure using the same data. If the test results are the same (e.g., both statistically
    significant or both statistically non-significant), there is nothing more to worry about (Norusis, 2008).

    Bivariate Statistics

    Bivariate statistical analysis can be simplified as either looking for relationships or differences between
    variables. Parametric statistical procedures that test for relationships between variables include correlation
    and simple regression. Chi-square is a non-parametric procedure that tests for relationships between
    variables. The t-test is a parametric statistical procedure that tests for differences between variables.

    Pearson’s Correlation Coefficient (r)

    Although many course concepts in research methods may be new and foreign, correlation may feel more
    familiar to most students. Correlation makes intuitive sense to most people since relationships between
    variables are common in everyday life, such as the relationship between social media consumption and
    grades, the relationship of education and income, and the relationship between temperature and energy use.

    Although Pearson’s r can be calculated by hand, as can other statistics, it is much more common to use
    statistical software that can quickly and accurately compute a correlation coefficient. Microsoft Excel provides
    an add-on, called Toolpak, that can be easily installed to an existing Excel package at no cost by following the
    directions:

    Data Analysis ToolPak in Excel

    Pearson’s r is a standardized measure of correlation that ranges from -1 to +1. The chart below shows the
    degrees of correlation between the minimum of -1 and maximum of +1.

    (Adapted from “Guideline for Interpreting Correlation Coefficient” by ITH Phanny, 2014)

    Pearson’s r indicates both the strength and direction of the relationship between variables. A Pearson’s r of
    +1 indicates a perfect positive correlation, -1 indicates a perfect negative correlation, and 0 indicates no
    correlation at all between variables. As shown below, the closer the data points cluster in a linear fashion, the
    greater the correlation between variables.

    (Ćurčić, 2019)

    RCH 5301, Research Design and Methods 4

    UNIT x STUDY GUIDE
    Title

    Coefficient of Determination (R2)

    Pearson’s r is very useful for understanding the strength and direction of the relationship between variables,
    but its use can be extended. By simply squaring r, a statistic called the coefficient of determination, notated as
    R2, is produced. The coefficient of determination (R2) indicates the amount of variability in one variable that is
    explained by the other variable, but this should not be confused with causation (Field, 2005).

    Most statistical software programs will automatically calculate r and R2 when conducting a correlation
    analysis, so it is quick and easy to see the strength, direction, and explained variance between variables. For
    example, assume a data set for the variables a) employee overtime hours and b) employee job satisfaction is
    being tested for correlation, and the results are:

    x = employee turnover
    y = employee morale
    r = -0.60, indicating a moderately strong negative relationship between turnover and morale.

    R2 = .36, indicating that 36% of the variability in morale is explained by turnover.

    Simple Regression Analysis

    Correlation analysis, especially Pearson’s r, is a popular inferential statistical procedure. It is intuitive and
    easy to interpret. Notwithstanding these benefits, correlation analysis is unable to predict how the change in
    one variable will relate to a change in another variable. Fortunately, there is another inferential statistical
    procedure that can predict the change in a dependent variable (DV) from changes in an independent variable
    (IV). That bivariate statistical procedure is simple regression.

    Simple regression is a useful bivariate statistical procedure that shares many commonalities with correlation,
    including:

    • It analyzes only two variables, an independent (IV) and dependent (DV).
    • It provides a measure of correlation between the two variables (usually Pearson’s r).
    • It provides the coefficient of determination.

    The difference between correlation and simple regression, however, is game changing. Simple regression
    provides all the benefits of correlation, plus, it has predictive power. This is accomplished through a
    regression line that is fit to the data. As shown in the graphic below, the black line is called the line of best fit.
    The line of best fit represents the line that minimizes the sum of squared residuals between the data points
    and the line.

    RCH 5301, Research Design and Methods 5

    UNIT x STUDY GUIDE
    Title

    Adapted from "Multiple Linear Regression" by James Neill, 2008)

    If all of the data points fell on a straight line, it would be a perfect linear relationship, which would enable a
    perfect prediction of the Y axis variable by looking at the X axis variable. A perfect linear relationship is rare,
    so a regression model is developed using the formula for a straight line, or y = a + b(x), where any x variable
    can be used to predict the y variable. More specifically, the model can be used to make predictions about how
    a change in x will relate to a change in y. The x independent variable (IV) is sometimes referred to as a
    predictor variable, and the y dependent variable (DV) is sometimes referred to as the outcome or criterion
    variable (Norusis, 2008). The statistical software provides the fixed values for a and b, and arbitrary values of
    x are entered by the researcher or decision maker to predict y. A word of caution; it is very tempting to state
    that a change in x causes a change in y but, like correlation, regression does not imply causation in non-
    experimental research designs.

    RCH 5301, Research Design and Methods 6

    UNIT x STUDY GUIDE
    Title

    Using the above line of best fit for the bivariate data of salary and years of experience as an example, the
    model would be represented as:

    y (Salary)
    x (Years of Experience)
    a (Y intercept)
    b (Slope)
    y = a + bx (Regression Model)

    Salary = 17,017 + (8,294.80) (Years of Experience)

    Therefore, if the researcher wanted to predict the annual salary of a person with 12 years of experience, the
    resulting estimate would be:

    $116,554.60 = 17,017 + (8,294.80) (12)

    Since regression has predictive power through the development of a regression model, whereas correlation
    does not, there are some nuances that should be noted when interpreting and explaining regression results.

    • It is true that simple regression, like correlation, analyzes the relationship between only two variables,
    an IV and DV, but it is more accurate to state that regression analyzes the relationship between a DV
    and the regression model. The importance of this verbiage will become clearer when multiple
    regression is discussed in Unit VI.

    • When using regression analysis (simple and multiple), the correlation between the dependent
    variable and the model is stated in statistical output as Multiple R rather than Pearson’s r.

    • Regression analysis (simple and multiple) provides a coefficient of determination (R Square or R2),
    which is the variability in the DV that is explained by the model.

    The usefulness and power of regression analysis is magnified when more than one IV is included in the
    model to predict changes in a DV. This is the idea behind multiple regression, which is a multivariate
    statistical procedure that will be covered in Unit VI/Chapter 16.

    Cross-Tabulation

    Chi-square (X2) is a common non-parametric inferential statistical procedure that uses cross-tabulations to
    test hypotheses about either nominal or ordinal variables. For example, a chi-square test would be used to
    test a hypothesis about cross-tabulation data, such as those displayed in a contingency table. The chi-square
    test analyzes the relationship between observed frequencies and expected frequencies for two nominal or
    ordinal variables. The chi-square statistic, X2, indicates the goodness-of-fit between the observed and
    expected frequencies. Cross-tabulations are easy to interpret and visually intuitive. It should be noted that
    cross-tabulation is flexible and can be used to analyze univariate, bivariate, or multivariate statistics
    depending on the number of nominal or ordinal variables that the researcher is interested in comparing
    (Cooper & Schindler, 2014).

    t-Test

    The previous bivariate statistics were used to determine if relationships existed between two variables.
    Bivariate statistics also include tests to determine if differences exist between variables and groups means.
    For example, consider these possible research questions:

    • Are there differences in mean AA battery life (DV) between Duracell (IV1) and Energizer (IV2)?
    • Are there differences in mean drug efficacy (DV) between Treatment A (IV1) and Treatment B (IV2)?

    The t-test is a bivariate inferential statistical test that could be used to test hypotheses for the above research
    questions to determine if statistical differences existed between the group means. The t-test is effective and
    frequently used in social science and physical science because results can be used to make inferences about
    the effect the IV grouping variable, often called a factor, has on the DV (Salkind, 2010). The IV factors for the

    RCH 5301, Research Design and Methods 7

    UNIT x STUDY GUIDE
    Title

    above examples are battery type and treatment type respectively. There are, however, two types of t-tests
    that depend on whether two different groups are being tested or the same group over a period of time.

    Independent Samples t-test (also called Between Groups test)

    Using an independent samples t-test, the mean values for a DV are measured and compared between two
    different groups of people or objects. For example, the product manager for Duracell is interested in
    determining if the new Duracell AA mean battery life is greater than the new Energizer AA mean battery life.
    Fifty AA batteries from each brand are tested to determine the mean battery life. An independent samples t-
    test is then used to test the means of the two independent brands to determine if a statistically significant
    difference exists between them.

    Paired Samples t-test (also called Within-Group, Dependent Samples, or Repeated Measure test)

    Using a paired samples t-test, the mean values for a DV are measured and compared for a single group of
    people or objects, both before and after treatment or exposure to different conditions.

    For example, a pharmaceutical company is interested in determining if a new respiratory drug is effective in
    improving lung capacity. Before treatment, they test the lung capacity of a sample of people to determine the
    mean capacity. They provide drug treatment to the same sample group and retest lung capacity to determine
    the mean capacity. A paired samples t-test is then used to test the pretreatment and post treatment means to
    determine if a statistically significant difference exists between them.

    Another application of the paired samples t-test would be if the same pharmaceutical company is interested in
    determining if their new respiratory drug is more effective than their existing drug in improving lung capacity.
    They treat the sample group with the existing drug and calculate mean lung capacity. They then treat the
    same sample group with the new drug and calculate mean lung capacity. A paired samples t-test is then used
    to test the existing drug and new drug means to determine if a statistically significant difference exists
    between them.

    The t-test and ANOVA, which will be discussed in Unit VI, are the primary inferential statistical procedures
    used in controlled experiments to test for mean differences between groups or treatments. However, the t-test
    is not reserved for experimental research designs only but is also used extensively in non-experimental
    research applications. Social scientists looking for real-world relationships between variables adopt multiple
    regression as their primary inferential statistical tool (Field, 2005).

    Conclusion

    Researchers sometimes struggle to determine the most appropriate statistical procedure to use for their
    studies. The most important question they should ask themselves is whether they are testing for relationships
    or differences between two variables. If the answer is neither, then they likely need to use descriptive
    statistics or a univariate test, like a confidence interval or one sample t-test. If the answer is relationships
    between two variables, then they need to use a bivariate test like correlation, simple regression, or chi-
    square. If the answer is differences between two variables, they need to use a t-test. This is not the end of the
    story though. Unit VI will introduce multivariate statistical tests and provide instruction on hypothesis testing
    for statistical significance.

    RCH 5301, Research Design and Methods 8

    UNIT x STUDY GUIDE
    Title

    References

    Bell, E., Bryman, A., & Harley, B. (2022). Business research methods (6th ed.). Oxford University Press.

    https://online.vitalsource.com/#/books/9780192640505

    Cooper, D. R., & Schindler, P. S. (2014). Business research methods (12th ed.). McGraw-Hill.

    Creswell, J. W., & Creswell, J. D. (2022). Research design: Qualitative, quantitative, and mixed methods

    approaches (6th ed.). SAGE. https://online.vitalsource.com/#/books/9781071817964

    Ćurčić M. (2019, February 21). SCATTER PLOT: Definition and examples I BusinessQ [Chart]. BusinessQ

    https://businessq-software.com/2019/02/21/scatter_plot/

    Field, A. (2005). Discovering stats using SPSS (2nd ed.). SAGE.

    Neill, J. (2008). Multiple linear regression [Image]. https://www.slideshare.net/jtneill/multiple-linear-regression

    Norusis, M. J. (2008). SPSS 16.0 guide to data analysis. Prentice Hall.

    Phanny, I. (2014). Guideline for interpreting correlation coefficient [Image].

    https://www.slideshare.net/phannithrupp/guideline-for-interpreting-correlation-coefficient/2

    Salkind, N. J. (2010). Encyclopedia of research design: Causal-comparative design. SAGE.

    http://methods.sagepub.com.libraryresources.columbiasouthern.edu/reference/encyc-of-research-
    design/n42.xml

    Zikmund, W. G., Babin, B. J., Carr, J. C., & Griffin, M. (2013). Business research methods (9th ed.). Cengage

    Learning.

    – 1
    – 2

  • [Solved] paper

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    Executive Solution Overview

    – ## instruction2.docx **## instruction2.docx** Assignment #2 (See due date in the schedule file in Modules or Course Calendar) In this assignment you will identify 3 effective practices or interventions that have been proven in the professional literature to be effective with children with special …

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    – ## instruction2.docx

    **## instruction2.docx**

    Assignment #2 (See due date in the schedule file in Modules or Course Calendar) In this assignment you will identify 3 effective practices or interventions that have been proven in the professional literature to be effective with children with special needs and 3 ineffective practices used with this population. You can use the effective practices in Assignment 1, but your analysis of the professional literature needs to be thorough. You will also find 3 interventions or practices that have proven to be ineffective with this same population. Your analysis of both effective and ineffective practices needs to reflect the professional literature, not your opinion. .

    These interventions may be academic or social and do not have to use only classroom examples, but can be from community and home settings as well. The ineffective strategies may be ineffective because of poor implementation or the theoretical foundation is flawed. You can use practices that you have seen used with children with special needs in any setting – not just the classroom, but you should provide some professional references and clear statements about why these interventions or practices are ineffective or inappropriate – not your opinion. So, you should have a final paper of no more than 5 pages containing 3 effective and 3 ineffective interventions or practices. These interventions do not need to be listed in any order – such as best to worst or good to the best. most You will be able to use the content articles you selected for use in effective practices and practices in Assignment 1, but you will have to add to that the ineffective practices or interventions in order to write a paper that examines the 3 most effective interventions and 3 ineffective classroom practices that are used with children with special needs. You should also explain why you selected the three most ineffective strategies. This need not be a lengthy discussion but you must provide a coherent explanation as to why you consider them ineffective.

    You should also use interventions that have been used within the lasts 20 years. No need to discuss trepanning (You'll have to look that up.) Have some fun with this assignment.

    ———————-

    ———————-

    let me know if you need information

    EEX 6051 – Program Level Outcome Data Collection Rubric (1)

    EEX 6051 – Program Level Outcome Data Collection Rubric (1)

    Criteria Ratings Pts

    This criterion is linked to a Learning OutcomeProgram Level Outcome EEX 6051

    Content SLO IE Report

    Explain and analyze evidence-based instructional strategies designed to reduce learning barriers and increase engagement and learning for students with diverse learning needs.

    threshold: 3.0 pts

    4 pts

    Excellent: Describe and critically examines an array of EBPs with diverse learners and students with special needs Thorough discussion and analysis of EBP and interventions in relation to needs of the diverse learner

    3 pts

    Good: Describes and examines an array of EBPs with diverse learners and student with special needs Discusses and provides a limited analysis of EBP and interventions in relation to needs of the diverse learner

    2 pts

    Developing: Only provides a limited number of EBP interventions commonly used and/or educational practices that may not have evidence of being EBP for diverse learners and students with special needs Provides only personal opinion or inadequate analysis of EBP and interventions

    1 pts

    Unsatisfactory: Does not provide evidence of EBP in interventions used with diverse learners and students with special needs Does not critically examine EBP interventions used with diverse learners and students with special needsMaster

    **## instruction2.docx**

    Assignment #2 (See due date in the schedule file in Modules or Course Calendar) In this assignment you will identify 3 effective practices or interventions that have been proven in the professional literature to be effective with children with special needs and 3 ineffective practices used with this population. You can use the effective practices in Assignment 1, but your analysis of the professional literature needs to be thorough. You will also find 3 interventions or practices that have proven to be ineffective with this same population. Your analysis of both effective and ineffective practices needs to reflect the professional literature, not your opinion. .

    These interventions may be academic or social and do not have to use only classroom examples, but can be from community and home settings as well. The ineffective strategies may be ineffective because of poor implementation or the theoretical foundation is flawed. You can use practices that you have seen used with children with special needs in any setting – not just the classroom, but you should provide some professional references and clear statements about why these interventions or practices are ineffective or inappropriate – not your opinion. So, you should have a final paper of no more than 5 pages containing 3 effective and 3 ineffective interventions or practices. These interventions do not need to be listed in any order – such as best to worst or good to the best. most You will be able to use the content articles you selected for use in effective practices and practices in Assignment 1, but you will have to add to that the ineffective practices or interventions in order to write a paper that examines the 3 most effective interventions and 3 ineffective classroom practices that are used with children with special needs. You should also explain why you selected the three most ineffective strategies. This need not be a lengthy discussion but you must provide a coherent explanation as to why you consider them ineffective.

    You should also use interventions that have been used within the lasts 20 years. No need to discuss trepanning (You'll have to look that up.) Have some fun with this assignment.

    ———————-

    ———————-

    let me know if you need information

    EEX 6051 – Program Level Outcome Data Collection Rubric (1)

    EEX 6051 – Program Level Outcome Data Collection Rubric (1)

    Criteria Ratings Pts

    This criterion is linked to a Learning OutcomeProgram Level Outcome EEX 6051

    Content SLO IE Report

    Explain and analyze evidence-based instructional strategies designed to reduce learning barriers and increase engagement and learning for students with diverse learning needs.

    threshold: 3.0 pts

    4 pts

    Excellent: Describe and critically examines an array of EBPs with diverse learners and students with special needs Thorough discussion and analysis of EBP and interventions in relation to needs of the diverse learner

    3 pts

    Good: Describes and examines an array of EBPs with diverse learners and student with special needs Discusses and provides a limited analysis of EBP and interventions in relation to needs of the diverse learner

    2 pts

    Developing: Only provides a limited number of EBP interventions commonly used and/or educational practices that may not have evidence of being EBP for diverse learners and students with special needs Provides only personal opinion or inadequate analysis of EBP and interventions

    1 pts

    Unsatisfactory: Does not provide evidence of EBP in interventions used with diverse learners and students with special needs Does not critically examine EBP interventions used with diverse learners and students with special needsMaster

  • [Solved] HRM 6301 IV

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    Executive Solution Overview

    – ## HumanManagementResourceMethodsHRM6301UnitIVJournal.docx – ## UnitIVStudyGuide.pdf **## HumanManagementResourceMethodsHRM6301UnitIVJournal.docx** 2 Human Resources Management Methods HRM 6301 **Unit IV Journal** Do you know if you are an auditory (learn by hearing), visual (learn by seeing), or …

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    Assignment Prompt & Instructions

    – ## HumanManagementResourceMethodsHRM6301UnitIVJournal.docx

    – ## UnitIVStudyGuide.pdf

    **## HumanManagementResourceMethodsHRM6301UnitIVJournal.docx**

    2

    Human Resources Management Methods HRM 6301

    **Unit IV Journal**

    Do you know if you are an auditory (learn by hearing), visual (learn by seeing), or kinesthetic (learn by doing) learner? Using your preferred search engine, search “learning style self-assessment.” Then, take one of the many available online self-assessments.

    Do you agree or disagree with the results? Why, or why not? Reflect on a time when your learning style could have been better met during a training experience. What could have been done differently to facilitate your learning?

    Your journal must be at least 200 words in length. Include the title and url of the self-assessment you utilized. Citations and references are not a requirement for this assignment
    **.**

    **## UnitIVStudyGuide.pdf**

    HRM 6301, Human Resource Management Methods 1

    Course Learning Outcomes for Unit IV

    Upon completion of this unit, students should be able to:

    7. Create a training and development module for mid-level business managers.
    7.1 Depict the training and development process.
    7.2 Determine training methods that will reach employees with different learning styles.
    7.3 Explain the evaluation of training.

    Required Unit Resources

    In order to access the following resources, click the links below.

    The videos and articles below offer valuable information on the training and development process as well as
    various training methods that address different learning styles.

    The transcripts for the following videos can be found by clicking on “Transcript” in the gray bar to the right of
    the video in the Films on Demand database.

    ClickView Pty Limited (Producer). (2010). Learning styles (Segment 5 of 8) [Video]. In Adult learning 1:

    Principles. Films on Demand.
    https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=https://fod.infobase.com/PortalPl
    aylists.aspx?wID=273866&xtid=94150&loid=395253

    ClickView Pty Limited (Producer). (2011). Planning training (Segment 2 of 6) [Video]. In Workplace training:

    Planning, organizing, and facilitating. Films on Demand.
    https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=https://fod.infobase.com/PortalPl
    aylists.aspx?wID=273866&xtid=48955&loid=148952

    ClickView Pty Limited (Producer). (2011). Measuring and evaluating training (Segment 5 of 6) [Video]. In

    Workplace training: Planning, organizing, and facilitating. Films on Demand.
    https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=https://fod.infobase.com/PortalPl
    aylists.aspx?wID=273866&xtid=48955&loid=148955

    In the following videos, transcripts and closed captioning are available once you access the videos.

    Caruso, S. J. (2012, March 13). Kirkpatrick's four levels of evaluation [Video]. Cielo24.

    https://c24.page/br956ekfevmcsfb4peeyjhn6sg

    Gregg Learning. (2019, March 13). HR basics: ADDIE model [Video]. Cielo24.

    https://c24.page/2m5pjvhw9ctzgb36xs2escxsgv

    Gregg Learning. (2019, October 7). Training strategies [Video]. Cielo24.

    https://c24.page/6rmmf5yhbauq4wbpehscktccwq

    Gregg Learning. (2019, October 6). General principles of learning [Video]. Cielo24.

    https://c24.page/5pt76t34jguumm3jc5rr4wp4j5

    Read the following article.

    Phillips, J. J., & Phillips, P. P. (2010, July). The power of objectives: Moving beyond learning objectives.

    Performance Improvement, 49(6), 17–24.

    UNIT IV STUDY GUIDE
    Developing Employees

    HRM 6301, Human Resource Management Methods 2

    UNIT x STUDY GUIDE
    Title

    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=bsu&AN=51983749&site=ehost-live&scope=site

    Unit Lesson

    Training primarily focuses on training new skills while development focuses on improving existing skills. You
    have discovered that training and development have not been a focus at your organization, and you know that
    you need to do your research before developing a training module. First, you need to determine what training
    is needed, and you then need to identify the focus of the training. You decide to begin with a training needs
    analysis.

    Training Needs Analysis

    Since joining the organization, you have noticed that production levels are not being met, and your customer
    services ratings have continued to decline. To determine why there are gaps, who needs training, and what
    type of training you will need to meet your organizational objectives, you will conduct a needs analysis. The
    goal of a needs analysis is to improve employee performance (Needs Analysis, n.d). The first thing you would
    do is determine what type of needs analysis will be conducted. If you noticed a decline in production levels,
    you may decide to conduct a work analysis, which will evaluate the tasks that are being completed. If there
    are issues with customer service ratings, then you may want to conduct a performance analysis. You would
    want to identify why customer service ratings are 20% below the established organizational objective. After
    conducting the needs analysis, you may determine that production levels are not being met because of faulty
    equipment. Therefore, no additional training would be needed until new equipment is purchased. Consider the
    questions below when conducting your training needs analysis.

    • What is the organization’s goal for the training?
    • What history of training does the organization have in this area?
    • What needs will be addressed by the training?
    • Are there any recent process or procedure changes?
    • What are the required knowledge, skills, and abilities (KSAs)?
    • Who requires the training?
    • What resources are available to assist in the training?
    • Who can serve as subject-matter experts (e.g., staff, external trainers)?
    • What training materials are needed?
    • Where and when will the training take place?

    Consider the following scenario: After conducting the analysis, you find that new customer service staff have
    not received adequate training. The new staff members were not trained in how to answer certain questions.
    As a result, customers keep getting transferred to different people. As you know, this can be very frustrating.
    Now that you have identified gaps, determined which competencies to focus on, and determined who needs
    to be trained, you will work with your team to establish training objectives.

    Training Objectives

    Training objectives are important and should be established so that participants will know what is expected of
    them. Objectives identify the focus of the training. Training objectives should be connected to organizational
    objectives and should be measurable. If your organizational objective is to offer the best customer service so

    HRM 6301, Human Resource Management Methods 3

    UNIT x STUDY GUIDE
    Title

    that customers will want to work with your organization instead of with your competitors, then your training
    objectives could include any of the following statements.

    • Customer service calls will be answered within 5 minutes.
    • The number of customer interactions per employee will increase by 15% from xx to xxx.
    • The number of customer service complaints will decrease by 10% from xxx to xx.

    Once you have identified the objectives of the training, you will decide to evaluate training models.

    Training Models

    There are several models that can be used to design a training
    program. You decide to first focus on ADDIE; a linear approach.
    ADDIE is an acronym for the five phases seen in Figure 1.

    Another model is the Kemp design model. This model uses a
    nonlinear structure. Though this model may appear to be more
    complicated with its nine steps, you find it to have value. The nine
    steps are listed below (Kurt, 2016).

    • Determine the specific goals, and also identify potential
    instructional issues.

    • Identify characteristics of learners that should be taken into
    account during the planning process.

    • Clarify course content, and analyze the proposed task
    components in relation to the stated goals and purposes of the course.

    • Define instructional objectives and desired learning outcomes.
    • Ensure that content for each instructional unit is structured sequentially and logically to facilitate

    learning.
    • Design instructional strategies to enable individual learners to master the content and achieve desired

    learning outcomes.
    • Plan the instructional message and the appropriate mode of delivery.
    • Develop evaluation instruments suitable for measuring and assessing learners’ progress toward

    achieving course objectives.
    • Choose the appropriate resources that will support both teaching and learning activities.

    Now that you have completed your research on two models, you realize the importance of understanding how
    your employees learn.

    Learning Principles

    Knowles et al. (2005) identified core learning principles, which include the learner’s need to know, the
    learner’s self-concept, the learner’s prior experience, the learner’s readiness and motivation to learn, and the
    orientation to learning. Think back to a training session where you were bored and not focused. Was the
    training not relevant, or were you not motivated? Relevance of what you are going to learn is important as is a
    readiness and motivation to learn. Prior experience of the learner should be considered when developing a
    training session. Learning should be problem-centered and contextual—not theoretical. A learner who is self-
    directed will learn and remember more than one who is told what to do. Repetition and reinforcement are
    important. Did you ever participate in a training session where you were so excited to use what you had
    learned, but when you tried to use this information months later, you could not remember what to do? It was
    most likely frustrating because you waited months to apply what you had learned, but you then realized that
    you may not have been fully engaged in the 50-slide, wordy PowerPoint presentation where there were not
    opportunities to ask questions. After evaluating the research on learning styles, you may understand why.

    Learning Styles

    Ferrazzi (2015) recognized the need to develop programs that meet the needs of the different learning styles
    of employees. He reports that using technology would be effective for Millennials who grew up using cell

    Figure 1: ADDIE model
    (Artistashmita, n.d.)

    HRM 6301, Human Resource Management Methods 4

    UNIT x STUDY GUIDE
    Title

    phones, computers, and video games, but would it be effective for other generations? What type of learner
    are you? An auditory learner tends to learn best by listening. This type of learner enjoys lectures and group
    discussions. A visual learner learns best by seeing. This type of learner prefers maps, visuals, and graphic
    representation as a way to learn new information. A kinesthetic learner learns best by doing. Hands-on
    learning is effective. St. Louis (2017) tells us that 65% of the population are visual learners, 30% are auditory
    learners, and 5% are kinesthetic learners. Based on this information, if you were going to develop a training
    session on how to bake a cake, you would want to consider the tips below.

    • Include directions on how to make the cake, and include pictures of the cake (visual learner).
    • Provide an engaging lecture about how to make the cake, and allow learners to ask questions

    (auditory learner).
    • Have the ingredients ready so learners can make and bake the cake (kinesthetic learner).

    Now that you know about learning styles, it is time to determine the type of training delivery that will be used
    as you develop your training session.

    Training Delivery

    The training delivery depends on the objectives of the training, the participants, and the content being
    delivered. If you wanted to teach someone how to operate new equipment, you may decide to use on-the-job
    training. Oftentimes, budget determines the training delivery. You first suggest a 5-day training at an offsite
    location. The chief executive officer (CEO) does not support this when finding out the cost. You start looking
    at other internal options, such as the ones listed below:

    • traditional classroom or face-to-face training,
    • organization-developed web- or computer-based training,
    • self-paced training,
    • on-the-job training,
    • job shadowing,
    • cross-training,
    • brown bag lunches,
    • mentoring and coaching, and
    • apprenticeship.

    You realize that you can also hire someone external to the organization to develop and/or facilitate the
    training session. Podcasts, virtual classrooms, video-based learning, and web conferences are also available.
    Ferrazzi (2015) found that it is important to offer flexibility for employee development programs. Whatever
    training method you select, you will need to be sure that you have qualified trainers.

    Qualified Trainers

    The importance of selecting the trainer or the facilitator of the training program cannot be understated. The
    trainer should have the credentials and experience related to the training topic. You would never select an HR
    management instructor who does not have a pilot’s license to facilitate a session on how to fly small planes.
    You want a trainer who can engage and connect with the participants. It is also important to find out if the
    person you selected is interested in facilitating the training session. The trainer should be a good
    communicator, and if not, you should look at other alternatives because the training session may not be
    effective.

    Evaluating the Effectiveness of Training

    After the training session, the CEO asked if the training session was effective. You are aware that you have
    several options in how to determine this. Before the training, you can give employees a pre-test to evaluate
    what they currently know. One month later, you will give the employees a post-test to see what they learned
    and what was retained. A survey after the session may give you valuable insights about the effectiveness of
    the training. You can talk to employees, to supervisors, and to coworkers to get their insights. In your
    research, you found an interesting video on Kirkpatrick. The Kirkpatrick training evaluation model evaluates

    HRM 6301, Human Resource Management Methods 5

    UNIT x STUDY GUIDE
    Title

    the effectiveness of training (Maynard, 2013). There are four levels in the model, which include reaction,
    learning, behavior, and results.

    Transfer Training to the Job After Training

    You have trained your employees, and you know that the goal is that they will remember what they learned in
    the training session. Ineffective training not only costs the organization money but can have an impact beyond
    finances. Freitas et al. (2019) conducted a study on safety training transfer. They reported that when there is
    a transfer of learning in safety training, workers are protected. They conducted a study of blue-collar workers
    from four city councils who participated in a 1-day safety training session. The sessions were organized by
    the HR department of each city council. There were several findings about transfer of training, and the first
    should not surprise you. The trainees needed to find the relevance and importance of using the safety
    knowledge and safety skills learned at the training session. Supervisors, other leaders, and coworkers must
    also be committed to promoting safety in the workplace. So, you realize the importance of all stakeholders
    supporting the training. After all of your research, you feel prepared to develop a training session. You realize
    the importance of training employees and the connection to performance evaluations, which is the focus of
    the Unit V discussion.

    References

    Artistashmita. (n.d.). Addie model [Graphic]. Dreamstime. https://www.dreamstime.com/royalty-free-stock-

    images-addie-model-image25991179

    Ferrazzi, K. (2015, July 31). 7 ways to improve employee development programs. Harvard Business Review.

    https://hbr.org/2015/07/7-ways-to-improve-employee-development-programs

    Freitas, A. C., Silva, S. A., & Santos, C. M. (2019). Safety training transfer: The roles of co-workers,

    supervisors, safety professionals, and felt responsibility. Journal of Occupational Health Psychology,
    24(1), 92–107.
    https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire
    ct=true&db=pdh&AN=2018-33709-001&site=ehost-live&scope=site

    Figure 3: Kirkpatrick’s evaluation model (adapted from Manyard, 2013)

    HRM 6301, Human Resource Management Methods 6

    UNIT x STUDY GUIDE
    Title

    Knowles, M. S., Holton, E. F., III, & Swanson, R. A. (2005). The adult learner: The definitive classic in adult

    education and human resource development (6th ed.). Elsevier.

    Kurt, S. (2016, December 12). Kemp design model. Educational Technology.

    https://educationaltechnology.net/kemp-design-model/

    Kurt, S. (2017). ADDIE model: Instructional design. Educational Technology.

    https://educationaltechnology.net/the-addie-model-instructional-design

    Maslova, E. (n.d.). The badge of a glowing light bulb [Graphic]. Dreamstime.

    https://www.dreamstime.com/badge-glowing-light-bulb-original-image114704893

    Maynard, D. (2013, October 4). Employee training evaluation [Video]. YouTube.

    https://www.youtube.com/watch?v=4xgkHj6jn34

    Needs analysis: How to determine training needs. (n.d.). HR-Guide. https://hr-

    guide.com/Training/Determining_Training_Needs.htm

    St. Louis, M. (2017, August 1). How to spot visual, auditory, and kinesthetic-learning executives. Inc.

    https://www.inc.com/molly-reynolds/how-to-spot-visual-auditory-and-kinesthetic-learni.html

    **## UnitIVStudyGuide.pdf**

    HRM 6301, Human Resource Management Methods 1

    Course Learning Outcomes for Unit IV

    Upon completion of this unit, students should be able to:

    7. Create a training and development module for mid-level business managers.
    7.1 Depict the training and development process.
    7.2 Determine training methods that will reach employees with different learning styles.
    7.3 Explain the evaluation of training.

    Required Unit Resources

    In order to access the following resources, click the links below.

    The videos and articles below offer valuable information on the training and development process as well as
    various training methods that address different learning styles.

    The transcripts for the following videos can be found by clicking on “Transcript” in the gray bar to the right of
    the video in the Films on Demand database.

    ClickView Pty Limited (Producer). (2010). Learning styles (Segment 5 of 8) [Video]. In Adult learning 1:

    Principles. Films on Demand.
    https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=https://fod.infobase.com/PortalPl
    aylists.aspx?wID=273866&xtid=94150&loid=395253

    ClickView Pty Limited (Producer). (2011). Planning training (Segment 2 of 6) [Video]. In Workplace training:

    Planning, organizing, and facilitating. Films on Demand.
    https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=https://fod.infobase.com/PortalPl
    aylists.aspx?wID=273866&xtid=48955&loid=148952

    ClickView Pty Limited (Producer). (2011). Measuring and evaluating training (Segment 5 of 6) [Video]. In

    Workplace training: Planning, organizing, and facilitating. Films on Demand.
    https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=https://fod.infobase.com/PortalPl
    aylists.aspx?wID=273866&xtid=48955&loid=148955

    In the following videos, transcripts and closed captioning are available once you access the videos.

    Caruso, S. J. (2012, March 13). Kirkpatrick's four levels of evaluation [Video]. Cielo24.

    https://c24.page/br956ekfevmcsfb4peeyjhn6sg

    Gregg Learning. (2019, March 13). HR basics: ADDIE model [Video]. Cielo24.

    https://c24.page/2m5pjvhw9ctzgb36xs2escxsgv

    Gregg Learning. (2019, October 7). Training strategies [Video]. Cielo24.

    https://c24.page/6rmmf5yhbauq4wbpehscktccwq

    Gregg Learning. (2019, October 6). General principles of learning [Video]. Cielo24.

    https://c24.page/5pt76t34jguumm3jc5rr4wp4j5

    Read the following article.

    Phillips, J. J., & Phillips, P. P. (2010, July). The power of objectives: Moving beyond learning objectives.

    Performance Improvement, 49(6), 17–24.

    UNIT IV STUDY GUIDE
    Developing Employees

    HRM 6301, Human Resource Management Methods 2

    UNIT x STUDY GUIDE
    Title

    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=bsu&AN=51983749&site=ehost-live&scope=site

    Unit Lesson

    Training primarily focuses on training new skills while development focuses on improving existing skills. You
    have discovered that training and development have not been a focus at your organization, and you know that
    you need to do your research before developing a training module. First, you need to determine what training
    is needed, and you then need to identify the focus of the training. You decide to begin with a training needs
    analysis.

    Training Needs Analysis

    Since joining the organization, you have noticed that production levels are not being met, and your customer
    services ratings have continued to decline. To determine why there are gaps, who needs training, and what
    type of training you will need to meet your organizational objectives, you will conduct a needs analysis. The
    goal of a needs analysis is to improve employee performance (Needs Analysis, n.d). The first thing you would
    do is determine what type of needs analysis will be conducted. If you noticed a decline in production levels,
    you may decide to conduct a work analysis, which will evaluate the tasks that are being completed. If there
    are issues with customer service ratings, then you may want to conduct a performance analysis. You would
    want to identify why customer service ratings are 20% below the established organizational objective. After
    conducting the needs analysis, you may determine that production levels are not being met because of faulty
    equipment. Therefore, no additional training would be needed until new equipment is purchased. Consider the
    questions below when conducting your training needs analysis.

    • What is the organization’s goal for the training?
    • What history of training does the organization have in this area?
    • What needs will be addressed by the training?
    • Are there any recent process or procedure changes?
    • What are the required knowledge, skills, and abilities (KSAs)?
    • Who requires the training?
    • What resources are available to assist in the training?
    • Who can serve as subject-matter experts (e.g., staff, external trainers)?
    • What training materials are needed?
    • Where and when will the training take place?

    Consider the following scenario: After conducting the analysis, you find that new customer service staff have
    not received adequate training. The new staff members were not trained in how to answer certain questions.
    As a result, customers keep getting transferred to different people. As you know, this can be very frustrating.
    Now that you have identified gaps, determined which competencies to focus on, and determined who needs
    to be trained, you will work with your team to establish training objectives.

    Training Objectives

    Training objectives are important and should be established so that participants will know what is expected of
    them. Objectives identify the focus of the training. Training objectives should be connected to organizational
    objectives and should be measurable. If your organizational objective is to offer the best customer service so

    HRM 6301, Human Resource Management Methods 3

    UNIT x STUDY GUIDE
    Title

    that customers will want to work with your organization instead of with your competitors, then your training
    objectives could include any of the following statements.

    • Customer service calls will be answered within 5 minutes.
    • The number of customer interactions per employee will increase by 15% from xx to xxx.
    • The number of customer service complaints will decrease by 10% from xxx to xx.

    Once you have identified the objectives of the training, you will decide to evaluate training models.

    Training Models

    There are several models that can be used to design a training
    program. You decide to first focus on ADDIE; a linear approach.
    ADDIE is an acronym for the five phases seen in Figure 1.

    Another model is the Kemp design model. This model uses a
    nonlinear structure. Though this model may appear to be more
    complicated with its nine steps, you find it to have value. The nine
    steps are listed below (Kurt, 2016).

    • Determine the specific goals, and also identify potential
    instructional issues.

    • Identify characteristics of learners that should be taken into
    account during the planning process.

    • Clarify course content, and analyze the proposed task
    components in relation to the stated goals and purposes of the course.

    • Define instructional objectives and desired learning outcomes.
    • Ensure that content for each instructional unit is structured sequentially and logically to facilitate

    learning.
    • Design instructional strategies to enable individual learners to master the content and achieve desired

    learning outcomes.
    • Plan the instructional message and the appropriate mode of delivery.
    • Develop evaluation instruments suitable for measuring and assessing learners’ progress toward

    achieving course objectives.
    • Choose the appropriate resources that will support both teaching and learning activities.

    Now that you have completed your research on two models, you realize the importance of understanding how
    your employees learn.

    Learning Principles

    Knowles et al. (2005) identified core learning principles, which include the learner’s need to know, the
    learner’s self-concept, the learner’s prior experience, the learner’s readiness and motivation to learn, and the
    orientation to learning. Think back to a training session where you were bored and not focused. Was the
    training not relevant, or were you not motivated? Relevance of what you are going to learn is important as is a
    readiness and motivation to learn. Prior experience of the learner should be considered when developing a
    training session. Learning should be problem-centered and contextual—not theoretical. A learner who is self-
    directed will learn and remember more than one who is told what to do. Repetition and reinforcement are
    important. Did you ever participate in a training session where you were so excited to use what you had
    learned, but when you tried to use this information months later, you could not remember what to do? It was
    most likely frustrating because you waited months to apply what you had learned, but you then realized that
    you may not have been fully engaged in the 50-slide, wordy PowerPoint presentation where there were not
    opportunities to ask questions. After evaluating the research on learning styles, you may understand why.

    Learning Styles

    Ferrazzi (2015) recognized the need to develop programs that meet the needs of the different learning styles
    of employees. He reports that using technology would be effective for Millennials who grew up using cell

    Figure 1: ADDIE model
    (Artistashmita, n.d.)

    HRM 6301, Human Resource Management Methods 4

    UNIT x STUDY GUIDE
    Title

    phones, computers, and video games, but would it be effective for other generations? What type of learner
    are you? An auditory learner tends to learn best by listening. This type of learner enjoys lectures and group
    discussions. A visual learner learns best by seeing. This type of learner prefers maps, visuals, and graphic
    representation as a way to learn new information. A kinesthetic learner learns best by doing. Hands-on
    learning is effective. St. Louis (2017) tells us that 65% of the population are visual learners, 30% are auditory
    learners, and 5% are kinesthetic learners. Based on this information, if you were going to develop a training
    session on how to bake a cake, you would want to consider the tips below.

    • Include directions on how to make the cake, and include pictures of the cake (visual learner).
    • Provide an engaging lecture about how to make the cake, and allow learners to ask questions

    (auditory learner).
    • Have the ingredients ready so learners can make and bake the cake (kinesthetic learner).

    Now that you know about learning styles, it is time to determine the type of training delivery that will be used
    as you develop your training session.

    Training Delivery

    The training delivery depends on the objectives of the training, the participants, and the content being
    delivered. If you wanted to teach someone how to operate new equipment, you may decide to use on-the-job
    training. Oftentimes, budget determines the training delivery. You first suggest a 5-day training at an offsite
    location. The chief executive officer (CEO) does not support this when finding out the cost. You start looking
    at other internal options, such as the ones listed below:

    • traditional classroom or face-to-face training,
    • organization-developed web- or computer-based training,
    • self-paced training,
    • on-the-job training,
    • job shadowing,
    • cross-training,
    • brown bag lunches,
    • mentoring and coaching, and
    • apprenticeship.

    You realize that you can also hire someone external to the organization to develop and/or facilitate the
    training session. Podcasts, virtual classrooms, video-based learning, and web conferences are also available.
    Ferrazzi (2015) found that it is important to offer flexibility for employee development programs. Whatever
    training method you select, you will need to be sure that you have qualified trainers.

    Qualified Trainers

    The importance of selecting the trainer or the facilitator of the training program cannot be understated. The
    trainer should have the credentials and experience related to the training topic. You would never select an HR
    management instructor who does not have a pilot’s license to facilitate a session on how to fly small planes.
    You want a trainer who can engage and connect with the participants. It is also important to find out if the
    person you selected is interested in facilitating the training session. The trainer should be a good
    communicator, and if not, you should look at other alternatives because the training session may not be
    effective.

    Evaluating the Effectiveness of Training

    After the training session, the CEO asked if the training session was effective. You are aware that you have
    several options in how to determine this. Before the training, you can give employees a pre-test to evaluate
    what they currently know. One month later, you will give the employees a post-test to see what they learned
    and what was retained. A survey after the session may give you valuable insights about the effectiveness of
    the training. You can talk to employees, to supervisors, and to coworkers to get their insights. In your
    research, you found an interesting video on Kirkpatrick. The Kirkpatrick training evaluation model evaluates

    HRM 6301, Human Resource Management Methods 5

    UNIT x STUDY GUIDE
    Title

    the effectiveness of training (Maynard, 2013). There are four levels in the model, which include reaction,
    learning, behavior, and results.

    Transfer Training to the Job After Training

    You have trained your employees, and you know that the goal is that they will remember what they learned in
    the training session. Ineffective training not only costs the organization money but can have an impact beyond
    finances. Freitas et al. (2019) conducted a study on safety training transfer. They reported that when there is
    a transfer of learning in safety training, workers are protected. They conducted a study of blue-collar workers
    from four city councils who participated in a 1-day safety training session. The sessions were organized by
    the HR department of each city council. There were several findings about transfer of training, and the first
    should not surprise you. The trainees needed to find the relevance and importance of using the safety
    knowledge and safety skills learned at the training session. Supervisors, other leaders, and coworkers must
    also be committed to promoting safety in the workplace. So, you realize the importance of all stakeholders
    supporting the training. After all of your research, you feel prepared to develop a training session. You realize
    the importance of training employees and the connection to performance evaluations, which is the focus of
    the Unit V discussion.

    References

    Artistashmita. (n.d.). Addie model [Graphic]. Dreamstime. https://www.dreamstime.com/royalty-free-stock-

    images-addie-model-image25991179

    Ferrazzi, K. (2015, July 31). 7 ways to improve employee development programs. Harvard Business Review.

    https://hbr.org/2015/07/7-ways-to-improve-employee-development-programs

    Freitas, A. C., Silva, S. A., & Santos, C. M. (2019). Safety training transfer: The roles of co-workers,

    supervisors, safety professionals, and felt responsibility. Journal of Occupational Health Psychology,
    24(1), 92–107.
    https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire
    ct=true&db=pdh&AN=2018-33709-001&site=ehost-live&scope=site

    Figure 3: Kirkpatrick’s evaluation model (adapted from Manyard, 2013)

    HRM 6301, Human Resource Management Methods 6

    UNIT x STUDY GUIDE
    Title

    Knowles, M. S., Holton, E. F., III, & Swanson, R. A. (2005). The adult learner: The definitive classic in adult

    education and human resource development (6th ed.). Elsevier.

    Kurt, S. (2016, December 12). Kemp design model. Educational Technology.

    https://educationaltechnology.net/kemp-design-model/

    Kurt, S. (2017). ADDIE model: Instructional design. Educational Technology.

    https://educationaltechnology.net/the-addie-model-instructional-design

    Maslova, E. (n.d.). The badge of a glowing light bulb [Graphic]. Dreamstime.

    https://www.dreamstime.com/badge-glowing-light-bulb-original-image114704893

    Maynard, D. (2013, October 4). Employee training evaluation [Video]. YouTube.

    https://www.youtube.com/watch?v=4xgkHj6jn34

    Needs analysis: How to determine training needs. (n.d.). HR-Guide. https://hr-

    guide.com/Training/Determining_Training_Needs.htm

    St. Louis, M. (2017, August 1). How to spot visual, auditory, and kinesthetic-learning executives. Inc.

    https://www.inc.com/molly-reynolds/how-to-spot-visual-auditory-and-kinesthetic-learni.html

    **## HumanManagementResourceMethodsHRM6301UnitIVJournal.docx**

    2

    Human Resources Management Methods HRM 6301

    **Unit IV Journal**

    Do you know if you are an auditory (learn by hearing), visual (learn by seeing), or kinesthetic (learn by doing) learner? Using your preferred search engine, search “learning style self-assessment.” Then, take one of the many available online self-assessments.

    Do you agree or disagree with the results? Why, or why not? Reflect on a time when your learning style could have been better met during a training experience. What could have been done differently to facilitate your learning?

    Your journal must be at least 200 words in length. Include the title and url of the self-assessment you utilized. Citations and references are not a requirement for this assignment
    **.**

    **## UnitIVStudyGuide.pdf**

    HRM 6301, Human Resource Management Methods 1

    Course Learning Outcomes for Unit IV

    Upon completion of this unit, students should be able to:

    7. Create a training and development module for mid-level business managers.
    7.1 Depict the training and development process.
    7.2 Determine training methods that will reach employees with different learning styles.
    7.3 Explain the evaluation of training.

    Required Unit Resources

    In order to access the following resources, click the links below.

    The videos and articles below offer valuable information on the training and development process as well as
    various training methods that address different learning styles.

    The transcripts for the following videos can be found by clicking on “Transcript” in the gray bar to the right of
    the video in the Films on Demand database.

    ClickView Pty Limited (Producer). (2010). Learning styles (Segment 5 of 8) [Video]. In Adult learning 1:

    Principles. Films on Demand.
    https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=https://fod.infobase.com/PortalPl
    aylists.aspx?wID=273866&xtid=94150&loid=395253

    ClickView Pty Limited (Producer). (2011). Planning training (Segment 2 of 6) [Video]. In Workplace training:

    Planning, organizing, and facilitating. Films on Demand.
    https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=https://fod.infobase.com/PortalPl
    aylists.aspx?wID=273866&xtid=48955&loid=148952

    ClickView Pty Limited (Producer). (2011). Measuring and evaluating training (Segment 5 of 6) [Video]. In

    Workplace training: Planning, organizing, and facilitating. Films on Demand.
    https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=https://fod.infobase.com/PortalPl
    aylists.aspx?wID=273866&xtid=48955&loid=148955

    In the following videos, transcripts and closed captioning are available once you access the videos.

    Caruso, S. J. (2012, March 13). Kirkpatrick's four levels of evaluation [Video]. Cielo24.

    https://c24.page/br956ekfevmcsfb4peeyjhn6sg

    Gregg Learning. (2019, March 13). HR basics: ADDIE model [Video]. Cielo24.

    https://c24.page/2m5pjvhw9ctzgb36xs2escxsgv

    Gregg Learning. (2019, October 7). Training strategies [Video]. Cielo24.

    https://c24.page/6rmmf5yhbauq4wbpehscktccwq

    Gregg Learning. (2019, October 6). General principles of learning [Video]. Cielo24.

    https://c24.page/5pt76t34jguumm3jc5rr4wp4j5

    Read the following article.

    Phillips, J. J., & Phillips, P. P. (2010, July). The power of objectives: Moving beyond learning objectives.

    Performance Improvement, 49(6), 17–24.

    UNIT IV STUDY GUIDE
    Developing Employees

    HRM 6301, Human Resource Management Methods 2

    UNIT x STUDY GUIDE
    Title

    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=bsu&AN=51983749&site=ehost-live&scope=site

    Unit Lesson

    Training primarily focuses on training new skills while development focuses on improving existing skills. You
    have discovered that training and development have not been a focus at your organization, and you know that
    you need to do your research before developing a training module. First, you need to determine what training
    is needed, and you then need to identify the focus of the training. You decide to begin with a training needs
    analysis.

    Training Needs Analysis

    Since joining the organization, you have noticed that production levels are not being met, and your customer
    services ratings have continued to decline. To determine why there are gaps, who needs training, and what
    type of training you will need to meet your organizational objectives, you will conduct a needs analysis. The
    goal of a needs analysis is to improve employee performance (Needs Analysis, n.d). The first thing you would
    do is determine what type of needs analysis will be conducted. If you noticed a decline in production levels,
    you may decide to conduct a work analysis, which will evaluate the tasks that are being completed. If there
    are issues with customer service ratings, then you may want to conduct a performance analysis. You would
    want to identify why customer service ratings are 20% below the established organizational objective. After
    conducting the needs analysis, you may determine that production levels are not being met because of faulty
    equipment. Therefore, no additional training would be needed until new equipment is purchased. Consider the
    questions below when conducting your training needs analysis.

    • What is the organization’s goal for the training?
    • What history of training does the organization have in this area?
    • What needs will be addressed by the training?
    • Are there any recent process or procedure changes?
    • What are the required knowledge, skills, and abilities (KSAs)?
    • Who requires the training?
    • What resources are available to assist in the training?
    • Who can serve as subject-matter experts (e.g., staff, external trainers)?
    • What training materials are needed?
    • Where and when will the training take place?

    Consider the following scenario: After conducting the analysis, you find that new customer service staff have
    not received adequate training. The new staff members were not trained in how to answer certain questions.
    As a result, customers keep getting transferred to different people. As you know, this can be very frustrating.
    Now that you have identified gaps, determined which competencies to focus on, and determined who needs
    to be trained, you will work with your team to establish training objectives.

    Training Objectives

    Training objectives are important and should be established so that participants will know what is expected of
    them. Objectives identify the focus of the training. Training objectives should be connected to organizational
    objectives and should be measurable. If your organizational objective is to offer the best customer service so

    HRM 6301, Human Resource Management Methods 3

    UNIT x STUDY GUIDE
    Title

    that customers will want to work with your organization instead of with your competitors, then your training
    objectives could include any of the following statements.

    • Customer service calls will be answered within 5 minutes.
    • The number of customer interactions per employee will increase by 15% from xx to xxx.
    • The number of customer service complaints will decrease by 10% from xxx to xx.

    Once you have identified the objectives of the training, you will decide to evaluate training models.

    Training Models

    There are several models that can be used to design a training
    program. You decide to first focus on ADDIE; a linear approach.
    ADDIE is an acronym for the five phases seen in Figure 1.

    Another model is the Kemp design model. This model uses a
    nonlinear structure. Though this model may appear to be more
    complicated with its nine steps, you find it to have value. The nine
    steps are listed below (Kurt, 2016).

    • Determine the specific goals, and also identify potential
    instructional issues.

    • Identify characteristics of learners that should be taken into
    account during the planning process.

    • Clarify course content, and analyze the proposed task
    components in relation to the stated goals and purposes of the course.

    • Define instructional objectives and desired learning outcomes.
    • Ensure that content for each instructional unit is structured sequentially and logically to facilitate

    learning.
    • Design instructional strategies to enable individual learners to master the content and achieve desired

    learning outcomes.
    • Plan the instructional message and the appropriate mode of delivery.
    • Develop evaluation instruments suitable for measuring and assessing learners’ progress toward

    achieving course objectives.
    • Choose the appropriate resources that will support both teaching and learning activities.

    Now that you have completed your research on two models, you realize the importance of understanding how
    your employees learn.

    Learning Principles

    Knowles et al. (2005) identified core learning principles, which include the learner’s need to know, the
    learner’s self-concept, the learner’s prior experience, the learner’s readiness and motivation to learn, and the
    orientation to learning. Think back to a training session where you were bored and not focused. Was the
    training not relevant, or were you not motivated? Relevance of what you are going to learn is important as is a
    readiness and motivation to learn. Prior experience of the learner should be considered when developing a
    training session. Learning should be problem-centered and contextual—not theoretical. A learner who is self-
    directed will learn and remember more than one who is told what to do. Repetition and reinforcement are
    important. Did you ever participate in a training session where you were so excited to use what you had
    learned, but when you tried to use this information months later, you could not remember what to do? It was
    most likely frustrating because you waited months to apply what you had learned, but you then realized that
    you may not have been fully engaged in the 50-slide, wordy PowerPoint presentation where there were not
    opportunities to ask questions. After evaluating the research on learning styles, you may understand why.

    Learning Styles

    Ferrazzi (2015) recognized the need to develop programs that meet the needs of the different learning styles
    of employees. He reports that using technology would be effective for Millennials who grew up using cell

    Figure 1: ADDIE model
    (Artistashmita, n.d.)

    HRM 6301, Human Resource Management Methods 4

    UNIT x STUDY GUIDE
    Title

    phones, computers, and video games, but would it be effective for other generations? What type of learner
    are you? An auditory learner tends to learn best by listening. This type of learner enjoys lectures and group
    discussions. A visual learner learns best by seeing. This type of learner prefers maps, visuals, and graphic
    representation as a way to learn new information. A kinesthetic learner learns best by doing. Hands-on
    learning is effective. St. Louis (2017) tells us that 65% of the population are visual learners, 30% are auditory
    learners, and 5% are kinesthetic learners. Based on this information, if you were going to develop a training
    session on how to bake a cake, you would want to consider the tips below.

    • Include directions on how to make the cake, and include pictures of the cake (visual learner).
    • Provide an engaging lecture about how to make the cake, and allow learners to ask questions

    (auditory learner).
    • Have the ingredients ready so learners can make and bake the cake (kinesthetic learner).

    Now that you know about learning styles, it is time to determine the type of training delivery that will be used
    as you develop your training session.

    Training Delivery

    The training delivery depends on the objectives of the training, the participants, and the content being
    delivered. If you wanted to teach someone how to operate new equipment, you may decide to use on-the-job
    training. Oftentimes, budget determines the training delivery. You first suggest a 5-day training at an offsite
    location. The chief executive officer (CEO) does not support this when finding out the cost. You start looking
    at other internal options, such as the ones listed below:

    • traditional classroom or face-to-face training,
    • organization-developed web- or computer-based training,
    • self-paced training,
    • on-the-job training,
    • job shadowing,
    • cross-training,
    • brown bag lunches,
    • mentoring and coaching, and
    • apprenticeship.

    You realize that you can also hire someone external to the organization to develop and/or facilitate the
    training session. Podcasts, virtual classrooms, video-based learning, and web conferences are also available.
    Ferrazzi (2015) found that it is important to offer flexibility for employee development programs. Whatever
    training method you select, you will need to be sure that you have qualified trainers.

    Qualified Trainers

    The importance of selecting the trainer or the facilitator of the training program cannot be understated. The
    trainer should have the credentials and experience related to the training topic. You would never select an HR
    management instructor who does not have a pilot’s license to facilitate a session on how to fly small planes.
    You want a trainer who can engage and connect with the participants. It is also important to find out if the
    person you selected is interested in facilitating the training session. The trainer should be a good
    communicator, and if not, you should look at other alternatives because the training session may not be
    effective.

    Evaluating the Effectiveness of Training

    After the training session, the CEO asked if the training session was effective. You are aware that you have
    several options in how to determine this. Before the training, you can give employees a pre-test to evaluate
    what they currently know. One month later, you will give the employees a post-test to see what they learned
    and what was retained. A survey after the session may give you valuable insights about the effectiveness of
    the training. You can talk to employees, to supervisors, and to coworkers to get their insights. In your
    research, you found an interesting video on Kirkpatrick. The Kirkpatrick training evaluation model evaluates

    HRM 6301, Human Resource Management Methods 5

    UNIT x STUDY GUIDE
    Title

    the effectiveness of training (Maynard, 2013). There are four levels in the model, which include reaction,
    learning, behavior, and results.

    Transfer Training to the Job After Training

    You have trained your employees, and you know that the goal is that they will remember what they learned in
    the training session. Ineffective training not only costs the organization money but can have an impact beyond
    finances. Freitas et al. (2019) conducted a study on safety training transfer. They reported that when there is
    a transfer of learning in safety training, workers are protected. They conducted a study of blue-collar workers
    from four city councils who participated in a 1-day safety training session. The sessions were organized by
    the HR department of each city council. There were several findings about transfer of training, and the first
    should not surprise you. The trainees needed to find the relevance and importance of using the safety
    knowledge and safety skills learned at the training session. Supervisors, other leaders, and coworkers must
    also be committed to promoting safety in the workplace. So, you realize the importance of all stakeholders
    supporting the training. After all of your research, you feel prepared to develop a training session. You realize
    the importance of training employees and the connection to performance evaluations, which is the focus of
    the Unit V discussion.

    References

    Artistashmita. (n.d.). Addie model [Graphic]. Dreamstime. https://www.dreamstime.com/royalty-free-stock-

    images-addie-model-image25991179

    Ferrazzi, K. (2015, July 31). 7 ways to improve employee development programs. Harvard Business Review.

    https://hbr.org/2015/07/7-ways-to-improve-employee-development-programs

    Freitas, A. C., Silva, S. A., & Santos, C. M. (2019). Safety training transfer: The roles of co-workers,

    supervisors, safety professionals, and felt responsibility. Journal of Occupational Health Psychology,
    24(1), 92–107.
    https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire
    ct=true&db=pdh&AN=2018-33709-001&site=ehost-live&scope=site

    Figure 3: Kirkpatrick’s evaluation model (adapted from Manyard, 2013)

    HRM 6301, Human Resource Management Methods 6

    UNIT x STUDY GUIDE
    Title

    Knowles, M. S., Holton, E. F., III, & Swanson, R. A. (2005). The adult learner: The definitive classic in adult

    education and human resource development (6th ed.). Elsevier.

    Kurt, S. (2016, December 12). Kemp design model. Educational Technology.

    https://educationaltechnology.net/kemp-design-model/

    Kurt, S. (2017). ADDIE model: Instructional design. Educational Technology.

    https://educationaltechnology.net/the-addie-model-instructional-design

    Maslova, E. (n.d.). The badge of a glowing light bulb [Graphic]. Dreamstime.

    https://www.dreamstime.com/badge-glowing-light-bulb-original-image114704893

    Maynard, D. (2013, October 4). Employee training evaluation [Video]. YouTube.

    https://www.youtube.com/watch?v=4xgkHj6jn34

    Needs analysis: How to determine training needs. (n.d.). HR-Guide. https://hr-

    guide.com/Training/Determining_Training_Needs.htm

    St. Louis, M. (2017, August 1). How to spot visual, auditory, and kinesthetic-learning executives. Inc.

    https://www.inc.com/molly-reynolds/how-to-spot-visual-auditory-and-kinesthetic-learni.html

    **## HumanManagementResourceMethodsHRM6301UnitIVJournal.docx**

    2

    Human Resources Management Methods HRM 6301

    **Unit IV Journal**

    Do you know if you are an auditory (learn by hearing), visual (learn by seeing), or kinesthetic (learn by doing) learner? Using your preferred search engine, search “learning style self-assessment.” Then, take one of the many available online self-assessments.

    Do you agree or disagree with the results? Why, or why not? Reflect on a time when your learning style could have been better met during a training experience. What could have been done differently to facilitate your learning?

    Your journal must be at least 200 words in length. Include the title and url of the self-assessment you utilized. Citations and references are not a requirement for this assignment
    **.**

    **## UnitIVStudyGuide.pdf**

    HRM 6301, Human Resource Management Methods 1

    Course Learning Outcomes for Unit IV

    Upon completion of this unit, students should be able to:

    7. Create a training and development module for mid-level business managers.
    7.1 Depict the training and development process.
    7.2 Determine training methods that will reach employees with different learning styles.
    7.3 Explain the evaluation of training.

    Required Unit Resources

    In order to access the following resources, click the links below.

    The videos and articles below offer valuable information on the training and development process as well as
    various training methods that address different learning styles.

    The transcripts for the following videos can be found by clicking on “Transcript” in the gray bar to the right of
    the video in the Films on Demand database.

    ClickView Pty Limited (Producer). (2010). Learning styles (Segment 5 of 8) [Video]. In Adult learning 1:

    Principles. Films on Demand.
    https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=https://fod.infobase.com/PortalPl
    aylists.aspx?wID=273866&xtid=94150&loid=395253

    ClickView Pty Limited (Producer). (2011). Planning training (Segment 2 of 6) [Video]. In Workplace training:

    Planning, organizing, and facilitating. Films on Demand.
    https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=https://fod.infobase.com/PortalPl
    aylists.aspx?wID=273866&xtid=48955&loid=148952

    ClickView Pty Limited (Producer). (2011). Measuring and evaluating training (Segment 5 of 6) [Video]. In

    Workplace training: Planning, organizing, and facilitating. Films on Demand.
    https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=https://fod.infobase.com/PortalPl
    aylists.aspx?wID=273866&xtid=48955&loid=148955

    In the following videos, transcripts and closed captioning are available once you access the videos.

    Caruso, S. J. (2012, March 13). Kirkpatrick's four levels of evaluation [Video]. Cielo24.

    https://c24.page/br956ekfevmcsfb4peeyjhn6sg

    Gregg Learning. (2019, March 13). HR basics: ADDIE model [Video]. Cielo24.

    https://c24.page/2m5pjvhw9ctzgb36xs2escxsgv

    Gregg Learning. (2019, October 7). Training strategies [Video]. Cielo24.

    https://c24.page/6rmmf5yhbauq4wbpehscktccwq

    Gregg Learning. (2019, October 6). General principles of learning [Video]. Cielo24.

    https://c24.page/5pt76t34jguumm3jc5rr4wp4j5

    Read the following article.

    Phillips, J. J., & Phillips, P. P. (2010, July). The power of objectives: Moving beyond learning objectives.

    Performance Improvement, 49(6), 17–24.

    UNIT IV STUDY GUIDE
    Developing Employees

    HRM 6301, Human Resource Management Methods 2

    UNIT x STUDY GUIDE
    Title

    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=bsu&AN=51983749&site=ehost-live&scope=site

    Unit Lesson

    Training primarily focuses on training new skills while development focuses on improving existing skills. You
    have discovered that training and development have not been a focus at your organization, and you know that
    you need to do your research before developing a training module. First, you need to determine what training
    is needed, and you then need to identify the focus of the training. You decide to begin with a training needs
    analysis.

    Training Needs Analysis

    Since joining the organization, you have noticed that production levels are not being met, and your customer
    services ratings have continued to decline. To determine why there are gaps, who needs training, and what
    type of training you will need to meet your organizational objectives, you will conduct a needs analysis. The
    goal of a needs analysis is to improve employee performance (Needs Analysis, n.d). The first thing you would
    do is determine what type of needs analysis will be conducted. If you noticed a decline in production levels,
    you may decide to conduct a work analysis, which will evaluate the tasks that are being completed. If there
    are issues with customer service ratings, then you may want to conduct a performance analysis. You would
    want to identify why customer service ratings are 20% below the established organizational objective. After
    conducting the needs analysis, you may determine that production levels are not being met because of faulty
    equipment. Therefore, no additional training would be needed until new equipment is purchased. Consider the
    questions below when conducting your training needs analysis.

    • What is the organization’s goal for the training?
    • What history of training does the organization have in this area?
    • What needs will be addressed by the training?
    • Are there any recent process or procedure changes?
    • What are the required knowledge, skills, and abilities (KSAs)?
    • Who requires the training?
    • What resources are available to assist in the training?
    • Who can serve as subject-matter experts (e.g., staff, external trainers)?
    • What training materials are needed?
    • Where and when will the training take place?

    Consider the following scenario: After conducting the analysis, you find that new customer service staff have
    not received adequate training. The new staff members were not trained in how to answer certain questions.
    As a result, customers keep getting transferred to different people. As you know, this can be very frustrating.
    Now that you have identified gaps, determined which competencies to focus on, and determined who needs
    to be trained, you will work with your team to establish training objectives.

    Training Objectives

    Training objectives are important and should be established so that participants will know what is expected of
    them. Objectives identify the focus of the training. Training objectives should be connected to organizational
    objectives and should be measurable. If your organizational objective is to offer the best customer service so

    HRM 6301, Human Resource Management Methods 3

    UNIT x STUDY GUIDE
    Title

    that customers will want to work with your organization instead of with your competitors, then your training
    objectives could include any of the following statements.

    • Customer service calls will be answered within 5 minutes.
    • The number of customer interactions per employee will increase by 15% from xx to xxx.
    • The number of customer service complaints will decrease by 10% from xxx to xx.

    Once you have identified the objectives of the training, you will decide to evaluate training models.

    Training Models

    There are several models that can be used to design a training
    program. You decide to first focus on ADDIE; a linear approach.
    ADDIE is an acronym for the five phases seen in Figure 1.

    Another model is the Kemp design model. This model uses a
    nonlinear structure. Though this model may appear to be more
    complicated with its nine steps, you find it to have value. The nine
    steps are listed below (Kurt, 2016).

    • Determine the specific goals, and also identify potential
    instructional issues.

    • Identify characteristics of learners that should be taken into
    account during the planning process.

    • Clarify course content, and analyze the proposed task
    components in relation to the stated goals and purposes of the course.

    • Define instructional objectives and desired learning outcomes.
    • Ensure that content for each instructional unit is structured sequentially and logically to facilitate

    learning.
    • Design instructional strategies to enable individual learners to master the content and achieve desired

    learning outcomes.
    • Plan the instructional message and the appropriate mode of delivery.
    • Develop evaluation instruments suitable for measuring and assessing learners’ progress toward

    achieving course objectives.
    • Choose the appropriate resources that will support both teaching and learning activities.

    Now that you have completed your research on two models, you realize the importance of understanding how
    your employees learn.

    Learning Principles

    Knowles et al. (2005) identified core learning principles, which include the learner’s need to know, the
    learner’s self-concept, the learner’s prior experience, the learner’s readiness and motivation to learn, and the
    orientation to learning. Think back to a training session where you were bored and not focused. Was the
    training not relevant, or were you not motivated? Relevance of what you are going to learn is important as is a
    readiness and motivation to learn. Prior experience of the learner should be considered when developing a
    training session. Learning should be problem-centered and contextual—not theoretical. A learner who is self-
    directed will learn and remember more than one who is told what to do. Repetition and reinforcement are
    important. Did you ever participate in a training session where you were so excited to use what you had
    learned, but when you tried to use this information months later, you could not remember what to do? It was
    most likely frustrating because you waited months to apply what you had learned, but you then realized that
    you may not have been fully engaged in the 50-slide, wordy PowerPoint presentation where there were not
    opportunities to ask questions. After evaluating the research on learning styles, you may understand why.

    Learning Styles

    Ferrazzi (2015) recognized the need to develop programs that meet the needs of the different learning styles
    of employees. He reports that using technology would be effective for Millennials who grew up using cell

    Figure 1: ADDIE model
    (Artistashmita, n.d.)

    HRM 6301, Human Resource Management Methods 4

    UNIT x STUDY GUIDE
    Title

    phones, computers, and video games, but would it be effective for other generations? What type of learner
    are you? An auditory learner tends to learn best by listening. This type of learner enjoys lectures and group
    discussions. A visual learner learns best by seeing. This type of learner prefers maps, visuals, and graphic
    representation as a way to learn new information. A kinesthetic learner learns best by doing. Hands-on
    learning is effective. St. Louis (2017) tells us that 65% of the population are visual learners, 30% are auditory
    learners, and 5% are kinesthetic learners. Based on this information, if you were going to develop a training
    session on how to bake a cake, you would want to consider the tips below.

    • Include directions on how to make the cake, and include pictures of the cake (visual learner).
    • Provide an engaging lecture about how to make the cake, and allow learners to ask questions

    (auditory learner).
    • Have the ingredients ready so learners can make and bake the cake (kinesthetic learner).

    Now that you know about learning styles, it is time to determine the type of training delivery that will be used
    as you develop your training session.

    Training Delivery

    The training delivery depends on the objectives of the training, the participants, and the content being
    delivered. If you wanted to teach someone how to operate new equipment, you may decide to use on-the-job
    training. Oftentimes, budget determines the training delivery. You first suggest a 5-day training at an offsite
    location. The chief executive officer (CEO) does not support this when finding out the cost. You start looking
    at other internal options, such as the ones listed below:

    • traditional classroom or face-to-face training,
    • organization-developed web- or computer-based training,
    • self-paced training,
    • on-the-job training,
    • job shadowing,
    • cross-training,
    • brown bag lunches,
    • mentoring and coaching, and
    • apprenticeship.

    You realize that you can also hire someone external to the organization to develop and/or facilitate the
    training session. Podcasts, virtual classrooms, video-based learning, and web conferences are also available.
    Ferrazzi (2015) found that it is important to offer flexibility for employee development programs. Whatever
    training method you select, you will need to be sure that you have qualified trainers.

    Qualified Trainers

    The importance of selecting the trainer or the facilitator of the training program cannot be understated. The
    trainer should have the credentials and experience related to the training topic. You would never select an HR
    management instructor who does not have a pilot’s license to facilitate a session on how to fly small planes.
    You want a trainer who can engage and connect with the participants. It is also important to find out if the
    person you selected is interested in facilitating the training session. The trainer should be a good
    communicator, and if not, you should look at other alternatives because the training session may not be
    effective.

    Evaluating the Effectiveness of Training

    After the training session, the CEO asked if the training session was effective. You are aware that you have
    several options in how to determine this. Before the training, you can give employees a pre-test to evaluate
    what they currently know. One month later, you will give the employees a post-test to see what they learned
    and what was retained. A survey after the session may give you valuable insights about the effectiveness of
    the training. You can talk to employees, to supervisors, and to coworkers to get their insights. In your
    research, you found an interesting video on Kirkpatrick. The Kirkpatrick training evaluation model evaluates

    HRM 6301, Human Resource Management Methods 5

    UNIT x STUDY GUIDE
    Title

    the effectiveness of training (Maynard, 2013). There are four levels in the model, which include reaction,
    learning, behavior, and results.

    Transfer Training to the Job After Training

    You have trained your employees, and you know that the goal is that they will remember what they learned in
    the training session. Ineffective training not only costs the organization money but can have an impact beyond
    finances. Freitas et al. (2019) conducted a study on safety training transfer. They reported that when there is
    a transfer of learning in safety training, workers are protected. They conducted a study of blue-collar workers
    from four city councils who participated in a 1-day safety training session. The sessions were organized by
    the HR department of each city council. There were several findings about transfer of training, and the first
    should not surprise you. The trainees needed to find the relevance and importance of using the safety
    knowledge and safety skills learned at the training session. Supervisors, other leaders, and coworkers must
    also be committed to promoting safety in the workplace. So, you realize the importance of all stakeholders
    supporting the training. After all of your research, you feel prepared to develop a training session. You realize
    the importance of training employees and the connection to performance evaluations, which is the focus of
    the Unit V discussion.

    References

    Artistashmita. (n.d.). Addie model [Graphic]. Dreamstime. https://www.dreamstime.com/royalty-free-stock-

    images-addie-model-image25991179

    Ferrazzi, K. (2015, July 31). 7 ways to improve employee development programs. Harvard Business Review.

    https://hbr.org/2015/07/7-ways-to-improve-employee-development-programs

    Freitas, A. C., Silva, S. A., & Santos, C. M. (2019). Safety training transfer: The roles of co-workers,

    supervisors, safety professionals, and felt responsibility. Journal of Occupational Health Psychology,
    24(1), 92–107.
    https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire
    ct=true&db=pdh&AN=2018-33709-001&site=ehost-live&scope=site

    Figure 3: Kirkpatrick’s evaluation model (adapted from Manyard, 2013)

    HRM 6301, Human Resource Management Methods 6

    UNIT x STUDY GUIDE
    Title

    Knowles, M. S., Holton, E. F., III, & Swanson, R. A. (2005). The adult learner: The definitive classic in adult

    education and human resource development (6th ed.). Elsevier.

    Kurt, S. (2016, December 12). Kemp design model. Educational Technology.

    https://educationaltechnology.net/kemp-design-model/

    Kurt, S. (2017). ADDIE model: Instructional design. Educational Technology.

    https://educationaltechnology.net/the-addie-model-instructional-design

    Maslova, E. (n.d.). The badge of a glowing light bulb [Graphic]. Dreamstime.

    https://www.dreamstime.com/badge-glowing-light-bulb-original-image114704893

    Maynard, D. (2013, October 4). Employee training evaluation [Video]. YouTube.

    https://www.youtube.com/watch?v=4xgkHj6jn34

    Needs analysis: How to determine training needs. (n.d.). HR-Guide. https://hr-

    guide.com/Training/Determining_Training_Needs.htm

    St. Louis, M. (2017, August 1). How to spot visual, auditory, and kinesthetic-learning executives. Inc.

    https://www.inc.com/molly-reynolds/how-to-spot-visual-auditory-and-kinesthetic-learni.html

    – 1
    – 2

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    We have stated that our primary theoretical framework in this course in Intersectionality, which states that we should not view identity as 'either/or' but rather 'both/and' across different categories. From this point of view, we must work hard analytically to understand an individual's 'Standpoint…

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    We have stated that our primary theoretical framework in this course in Intersectionality, which states that we should not view identity as 'either/or' but rather 'both/and' across different categories. From this point of view, we must work hard analytically to understand an individual's 'Standpoint' on the basis of their relationship to categories of identity. Selecting at least two of the major categories of your own identity, discuss how those categories have intersected to shape your own life experiences, and how your experiences may be similar or different from others on the basis of one or both of those categories. A good example if Sojourner Truth's speech "Ain't I a Woman," in which she points out that her status as a woman of color means she is not included in many of the conversations her fellow white feminists were having at the time.

  • [Solved] The Role of Government and the Impact of Politics

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    Prior to beginning work on this assignment, – Review Chapters 5 and 6 of _Macroeconomics: Private and Public Choice_. – Review Chapter 4 of _Inflation: What It Is, Why It’s Bad, and How to Fix it._ – Review [Monetary Policy: How Central Banks Regulate the EconomyLinks to an external site.](https://w…

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    Prior to beginning work on this assignment,
    – Review Chapters 5 and 6 of _Macroeconomics: Private and Public Choice_.
    – Review Chapter 4 of _Inflation: What It Is, Why It’s Bad, and How to Fix it._
    – Review [Monetary Policy: How Central Banks Regulate the EconomyLinks to an external site.](https://www.forbes.com/advisor/investing/monetary-policy/).
    – Research and review credible sources to learn about the pros and cons of government intervention.
    The role of government in the economy is often debated by economists and businesspeople. The debate ranges from having little to no government intervention to having a strong government presence in both business and social settings.
    Research and identify two government agencies, departments, or regulations where the government is heavily involved in the economy that you agree are helpful and necessary. Then, research and identify two government agencies, departments, or regulations where the government is involved in the economy, and you disagree that involvement is necessary. Rather, in these cases, you believe the free market would be better. Be specific in your selected government agencies, departments, or regulations. It may be possible to use the same government agency, department, or regulation for both sides. For example, the Environmental Protection Agency (EPA) may have regulations or interventions that you both agree and disagree with. Since EPA is used here as an example, do not use it in your assignment.
    For each selected example (four total),
    – Assess the government intervention, providing the pros and cons.
    – Discuss whether you agree with the government intervention and provide facts to support your opinion.
    – Explain thoroughly and support your rationale.
    – Critique the influence of the political process (for example, lobbying) for each of your examples.
    The Role of Government and the Impact of Politics assignment
    – must be three to four double-spaced pages in length (not including title and references pages) and formatted according to [_APA Style_Links to an external site.](https://writingcenter.uagc.edu/apa-style) as outlined in the Writing Center’s [_APA Formatting for Microsoft Word_Links to an external site.](https://writingcenter.uagc.edu/apa-formatting-microsoft-word) resource.
    – must include a separate title page with the following:
    – title of paper in bold font
    – Space should appear between the title and the rest of the information on the title page.
    – student’s name
    – name of institution
    – course name and number
    – instructor’s name
    – due date
    – must utilize academic voice. Review the [_Academic Voice_Links to an external site.](https://writingcenter.uagc.edu/academic-voice) resource for additional guidance.
    – must include an introduction and conclusion paragraph. Your introduction paragraph needs to end with a clear thesis statement that indicates the purpose of your assignment.

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    Open a Microsoft Word document and create a 150- to 200-word informal reflection. Use this space to freely explore and jot down your thoughts on potential topics you'd be interested in exploring for your final project. Think of it as a brainstorming session—there’s no need for formal structure or po…

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    Open a Microsoft Word document and create a 150- to 200-word informal reflection. Use this space to freely explore and jot down your thoughts on potential topics you'd be interested in exploring for your final project. Think of it as a brainstorming session—there’s no need for formal structure or polished writing at this stage.
    Choose a subject that can be supported with research, meaning it should be based on facts, history, or academic sources. Avoid purely personal topics, such as recounting a birthday party or describing a favorite memory, since these cannot be verified with credible sources. Instead, consider topics like the origins of a tradition, the development of a cultural practice, or the evolution of a well-known event or idea—something you can find documented information about through scholarly or reliable sources.
    This activity will help you narrow down a focus that is both interesting to you and appropriate for academic research.

  • [Solved] Healthcare Law and Policy 3 (Training Agenda Presentation for Policy Implementation)

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    THE ASSIGMENT IS IN THE WORD DDOC BELOW – ## cf_annotated_training_agenda_template.docx – ## HEALTHCARELAWANDPOLICY.docx – cf_sonhs_presentation_guidelines.pptx **## cf_annotated_training_agenda_template.docx** ![](https://www.sweetstudy.com/questions/healthcare-law-and-policy-3-training-…

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    THE ASSIGMENT IS IN THE WORD DDOC BELOW

    – ## cf_annotated_training_agenda_template.docx

    – ## HEALTHCARELAWANDPOLICY.docx

    – cf_sonhs_presentation_guidelines.pptx

    **## cf_annotated_training_agenda_template.docx**

    ![](https://www.sweetstudy.com/questions/healthcare-law-and-policy-3-training-agenda-presentation-for-policy-implementation)**Remove or Replace: Header Is Not Doc Title**

    ![](https://www.sweetstudy.com/questions/healthcare-law-and-policy-3-training-agenda-presentation-for-policy-implementation)

    ## Annotated Training Agenda

    Objective:

    [Summarize the objective of the training session.]

    Date, Time, Duration:

    [Specify the date, time, and duration of the training session.]
    **Training Agenda**

    | | |
    | — | — |
    | Training Agenda Outline | Annotation |
    | **Introduction**<br>Welcome and overview of the training session.<br>Importance of [Policy Name] and its impact on patient care and organizational goals. | |
    | Understanding [Policy Name] <br>Brief overview of the policy’s purpose, scope, and objectives.<br>Key provisions and guidelines. | |
    | Roles and Responsibilities<br>Identify the specific roles targeted for pilot implementation (for example, nursing staff, administrative team, physicians).<br>Discuss the responsibilities of each role within the context of [Policy Name].<br>Highlight collaboration and interprofessional communication. | |
    | Training Strategies<br>Brainstorming: Encourage participants to share their insights and questions related to the policy.<br>Group discussions: Facilitate conversations on practical scenarios and case studies.<br>Outlining: Collaboratively create a roadmap for integrating [Policy Name] into daily workflows. | |
    | Q&A and Clarifications<br>Address any participant queries or concerns.<br>Clarify ambiguities related to [Policy Name]. | |
    | Next Steps (15 minutes)<br>Provide resources (for example, policy documents, contact information) for ongoing support.<br>Announce follow-up sessions or additional training opportunities.<br>Express gratitude for participants’ commitment to quality care. | |

    **1 1 **image1.emf****

    **## HEALTHCARELAWANDPOLICY.docx**

    In this two-part deliverable assessment, first, create a 5–7 slide elevator-speech style presentation that you will present to stakeholders that provides an overview of policy implementation, including rationale and data that reflect the need for the new policy. Second, create a detailed, annotated training agenda for the pilot team that will accompany your presentation.

    **Introduction**

    Training and educating those within an organization who are responsible for implementing and working with changes in organizational policy is a critical step in ensuring that prescribed changes have their intended benefit. A leader in a healthcare profession must be able to apply effective leadership, management, and educational strategies to ensure that colleagues and subordinates will be prepared to do the work that is asked of them.

    As a master's-level healthcare practitioner, you may be asked to design training sessions to help ensure the smooth implementation of any number of initiatives in your healthcare setting. The ability to create an agenda that will ensure your training goals will be met, and will fit into the allotted time, is a valuable skill for preparing colleagues to be successful in their practice.

    This assessment offers you an opportunity to develop and implement effective educational strategies.

    ### Instructions

    In this assessment, inform the leadership stakeholders of a planned pilot project to test the implementation of your new policy. Describe the policy in an elevator-speech style, explain why the policy is needed, and why the group was chosen for the pilot. Then, develop a detailed training agenda that will describe the training needed, including any resources, number and times of classes (including length) and if there will be any skills training and return demonstrations or written exams. Connect the pilot to the benchmarks you will measure. As a result of this presentation, stakeholders are expected to:

    · Understand the organizational policy and practice guidelines to be implemented.

    · Understand the importance of the policy to improving quality or outcomes.

    · Understand how the designated role group is key to successful implementation.

    · Have awareness of the necessary knowledge and skills for successful implementation.

    #### Elevator Speech Presentation

    Record a 5-minute recorded slide presentation for your elevator speech. Be sure to include:

    · A brief description of the policy and why it is necessary to improve benchmark metrics or comply with new regulations.

    · Include a description of the pilot group and why they were chosen to demonstrate the change in workflow and improve quality of care.

    · Describe the metrics that will be used to determine current practice and compare it after the training has ended.

    · Summarize the training implementation.

    #### Annotated Training Agenda

    You will also develop an agenda for the training sessions, including:

    · Length and number of class sessions.

    · Location of classes—simulation lab, classroom, et cetera.

    · The resources needed for the courses, any teaching staff, equipment, technology, or supplies needed.

    · What teaching strategies will be employed to measure learner success, including any check-off lists or written exams (you do not have to provide the actual exam)?

    · How will employees be scheduled and who will maintain records of completion, any grades, or skills verification?

    · Any credit that will be provided to the staff (that is, continuing education credits).

    · Plans to train the rest of the staff and new employees following the pilot.

    · The follow-up plan for assessing sustainability.

    Use the
    [Annotated Training Agenda Template [DOCX]](https://courseroom.capella.edu/courses/47149/files/8767815/download) to develop your agenda.

    ### Requirements

    The strategy summary and annotated training agenda requirements outlined below correspond to the scoring guide criteria, so be sure to address each main point. Read the performance-level descriptions for each criterion to see how your work will be assessed. In addition, be sure to note the requirements for document format and length and for supporting evidence.

    · Explain the desired impact of implementing the new policy and practice guidelines on benchmark performance.

    · How will the change be implemented?

    · How will the new policy affect the daily work routines and responsibilities of the role for the pilot group?

    · How will the policy and guidelines help improve the quality of care or outcomes and how will success be measured?

    · Explain the selected pilot group's role and importance in implementing the new policy and practice guidelines.

    · Why is the work and buy-in of the role group important for successful implementation?

    · How could you help the group feel empowered by their involvement during implementation?

    · Summarize evidence-based strategies to promote stakeholder buy-in and prepare them for the implementation of a new policy based on practice guidelines and regulations.

    · Why will these strategies be effective?

    · What measures might provide early indications of success?

    · Determine the resources needed to effectively implement a training session for the new policy or practice guidelines.

    · How will each proposed activity on your agenda support learning and skill development?

    · Can you complete the training within the allotted two hours?

    · Deliver a persuasive, coherent, and effective audiovisual presentation.

    · Organize content so ideas flow logically with smooth transitions.

    · Proofread your strategy summary and training agenda, before you submit it, to minimize errors that could distract readers and make it more difficult for them to focus on the substance of your strategies.

    · Convey purpose, in an appropriate tone and style, incorporating supporting evidence and adhering to organizational, professional, and scholarly writing standards.

    · Support main points, assertions, arguments, conclusions, or recommendations with relevant and credible evidence.

    · Be sure to apply correct APA formatting to source citations and references.

    #### Presentation Format and Length

    You may use Microsoft PowerPoint or other suitable presentation software to create your slides. If you elect to use an application other than PowerPoint, check with your faculty to avoid potential file compatibility issues. If using PowerPoint to create your presentation slides, you may use the SoNHS Professional Presentation Guidelines [PPTX] as a template. Be sure that your slide deck includes the following slides:

    ·
    Title slide.

    ·
    Presentation title.

    ·
    Your name.

    ·
    Date.

    ·
    Course number and title.

    ·
    References (at the end of your presentation). Apply current APA formatting to all citations and references.

    Your slide deck should consist of 5–7 slides, not including a title slide and references slide. Your presentation should last approximately 5 minutes.

    Ensure you provide speaker notes for each slide to fully address scoring guide criteria.

    What to submit:

    ·
    PowerPoint presentation.

    ·
    Recorded PowerPoint presentation, including audio track.

    ·
    Save your PowerPoint files as a PDF with notes.

    ·
    Understand that the speaker notes will be processed through Turnitin.

    ·
    Refer to the Presentation Resources for help, along with the SoNHS Professional Presentation Guidelines [PPTX].

    ·
    Annotated Training Agenda.

    #### Supporting Evidence

    Cite 2–4 external sources to support your strategies for working with the group you have identified and generating their buy-in, as well as for your approach to the training session, activities, and materials.

    **Competencies Measured**

    By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and scoring guide criteria:

    · Competency 1: Analyze relevant healthcare laws, policies, and regulations; their application; and their effects on organizations, interprofessional teams, and professional practice.

    · Explain to stakeholders the desired impact of implementing the new policy or practice guidelines on benchmark performance.

    · Competency 4: Develop strategies to work collaboratively with policy makers, stakeholders, and colleagues to address environmental (governmental and regulatory) forces.

    · Explain the selected pilot group's role and importance in implementing the new policy or practice guidelines.

    · Summarize evidence-based strategies to promote stakeholder buy-in and prepare them for the implementation of a new policy based on practice guidelines and regulations.

    · Determine the resources needed to effectively implement a training session for the new policy or practice guidelines.

    · Competency 5: Produce clear, coherent, and professional written work, in accordance with Capella's writing standards.

    · Deliver a persuasive, coherent, and effective audiovisual presentation.

    · Convey purpose, in an appropriate tone and style, incorporating supporting evidence and adhering to organizational, professional, and scholarly writing standards.

    **cf_sonhs_presentation_guidelines.pptx**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/cf-sonhs-presentation-guidelines-pptx-10353411)

    **cf_sonhs_presentation_guidelines.pptx**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/cf-sonhs-presentation-guidelines-pptx-10353411)

    **## cf_annotated_training_agenda_template.docx**

    ![](https://www.sweetstudy.com/questions/healthcare-law-and-policy-3-training-agenda-presentation-for-policy-implementation)**Remove or Replace: Header Is Not Doc Title**

    ![](https://www.sweetstudy.com/questions/healthcare-law-and-policy-3-training-agenda-presentation-for-policy-implementation)

    ## Annotated Training Agenda

    Objective:

    [Summarize the objective of the training session.]

    Date, Time, Duration:

    [Specify the date, time, and duration of the training session.]
    **Training Agenda**

    | | |
    | — | — |
    | Training Agenda Outline | Annotation |
    | **Introduction**<br>Welcome and overview of the training session.<br>Importance of [Policy Name] and its impact on patient care and organizational goals. | |
    | Understanding [Policy Name] <br>Brief overview of the policy’s purpose, scope, and objectives.<br>Key provisions and guidelines. | |
    | Roles and Responsibilities<br>Identify the specific roles targeted for pilot implementation (for example, nursing staff, administrative team, physicians).<br>Discuss the responsibilities of each role within the context of [Policy Name].<br>Highlight collaboration and interprofessional communication. | |
    | Training Strategies<br>Brainstorming: Encourage participants to share their insights and questions related to the policy.<br>Group discussions: Facilitate conversations on practical scenarios and case studies.<br>Outlining: Collaboratively create a roadmap for integrating [Policy Name] into daily workflows. | |
    | Q&A and Clarifications<br>Address any participant queries or concerns.<br>Clarify ambiguities related to [Policy Name]. | |
    | Next Steps (15 minutes)<br>Provide resources (for example, policy documents, contact information) for ongoing support.<br>Announce follow-up sessions or additional training opportunities.<br>Express gratitude for participants’ commitment to quality care. | |

    **1 1 **image1.emf****

    **## HEALTHCARELAWANDPOLICY.docx**

    In this two-part deliverable assessment, first, create a 5–7 slide elevator-speech style presentation that you will present to stakeholders that provides an overview of policy implementation, including rationale and data that reflect the need for the new policy. Second, create a detailed, annotated training agenda for the pilot team that will accompany your presentation.

    **Introduction**

    Training and educating those within an organization who are responsible for implementing and working with changes in organizational policy is a critical step in ensuring that prescribed changes have their intended benefit. A leader in a healthcare profession must be able to apply effective leadership, management, and educational strategies to ensure that colleagues and subordinates will be prepared to do the work that is asked of them.

    As a master's-level healthcare practitioner, you may be asked to design training sessions to help ensure the smooth implementation of any number of initiatives in your healthcare setting. The ability to create an agenda that will ensure your training goals will be met, and will fit into the allotted time, is a valuable skill for preparing colleagues to be successful in their practice.

    This assessment offers you an opportunity to develop and implement effective educational strategies.

    ### Instructions

    In this assessment, inform the leadership stakeholders of a planned pilot project to test the implementation of your new policy. Describe the policy in an elevator-speech style, explain why the policy is needed, and why the group was chosen for the pilot. Then, develop a detailed training agenda that will describe the training needed, including any resources, number and times of classes (including length) and if there will be any skills training and return demonstrations or written exams. Connect the pilot to the benchmarks you will measure. As a result of this presentation, stakeholders are expected to:

    · Understand the organizational policy and practice guidelines to be implemented.

    · Understand the importance of the policy to improving quality or outcomes.

    · Understand how the designated role group is key to successful implementation.

    · Have awareness of the necessary knowledge and skills for successful implementation.

    #### Elevator Speech Presentation

    Record a 5-minute recorded slide presentation for your elevator speech. Be sure to include:

    · A brief description of the policy and why it is necessary to improve benchmark metrics or comply with new regulations.

    · Include a description of the pilot group and why they were chosen to demonstrate the change in workflow and improve quality of care.

    · Describe the metrics that will be used to determine current practice and compare it after the training has ended.

    · Summarize the training implementation.

    #### Annotated Training Agenda

    You will also develop an agenda for the training sessions, including:

    · Length and number of class sessions.

    · Location of classes—simulation lab, classroom, et cetera.

    · The resources needed for the courses, any teaching staff, equipment, technology, or supplies needed.

    · What teaching strategies will be employed to measure learner success, including any check-off lists or written exams (you do not have to provide the actual exam)?

    · How will employees be scheduled and who will maintain records of completion, any grades, or skills verification?

    · Any credit that will be provided to the staff (that is, continuing education credits).

    · Plans to train the rest of the staff and new employees following the pilot.

    · The follow-up plan for assessing sustainability.

    Use the
    [Annotated Training Agenda Template [DOCX]](https://courseroom.capella.edu/courses/47149/files/8767815/download) to develop your agenda.

    ### Requirements

    The strategy summary and annotated training agenda requirements outlined below correspond to the scoring guide criteria, so be sure to address each main point. Read the performance-level descriptions for each criterion to see how your work will be assessed. In addition, be sure to note the requirements for document format and length and for supporting evidence.

    · Explain the desired impact of implementing the new policy and practice guidelines on benchmark performance.

    · How will the change be implemented?

    · How will the new policy affect the daily work routines and responsibilities of the role for the pilot group?

    · How will the policy and guidelines help improve the quality of care or outcomes and how will success be measured?

    · Explain the selected pilot group's role and importance in implementing the new policy and practice guidelines.

    · Why is the work and buy-in of the role group important for successful implementation?

    · How could you help the group feel empowered by their involvement during implementation?

    · Summarize evidence-based strategies to promote stakeholder buy-in and prepare them for the implementation of a new policy based on practice guidelines and regulations.

    · Why will these strategies be effective?

    · What measures might provide early indications of success?

    · Determine the resources needed to effectively implement a training session for the new policy or practice guidelines.

    · How will each proposed activity on your agenda support learning and skill development?

    · Can you complete the training within the allotted two hours?

    · Deliver a persuasive, coherent, and effective audiovisual presentation.

    · Organize content so ideas flow logically with smooth transitions.

    · Proofread your strategy summary and training agenda, before you submit it, to minimize errors that could distract readers and make it more difficult for them to focus on the substance of your strategies.

    · Convey purpose, in an appropriate tone and style, incorporating supporting evidence and adhering to organizational, professional, and scholarly writing standards.

    · Support main points, assertions, arguments, conclusions, or recommendations with relevant and credible evidence.

    · Be sure to apply correct APA formatting to source citations and references.

    #### Presentation Format and Length

    You may use Microsoft PowerPoint or other suitable presentation software to create your slides. If you elect to use an application other than PowerPoint, check with your faculty to avoid potential file compatibility issues. If using PowerPoint to create your presentation slides, you may use the SoNHS Professional Presentation Guidelines [PPTX] as a template. Be sure that your slide deck includes the following slides:

    ·
    Title slide.

    ·
    Presentation title.

    ·
    Your name.

    ·
    Date.

    ·
    Course number and title.

    ·
    References (at the end of your presentation). Apply current APA formatting to all citations and references.

    Your slide deck should consist of 5–7 slides, not including a title slide and references slide. Your presentation should last approximately 5 minutes.

    Ensure you provide speaker notes for each slide to fully address scoring guide criteria.

    What to submit:

    ·
    PowerPoint presentation.

    ·
    Recorded PowerPoint presentation, including audio track.

    ·
    Save your PowerPoint files as a PDF with notes.

    ·
    Understand that the speaker notes will be processed through Turnitin.

    ·
    Refer to the Presentation Resources for help, along with the SoNHS Professional Presentation Guidelines [PPTX].

    ·
    Annotated Training Agenda.

    #### Supporting Evidence

    Cite 2–4 external sources to support your strategies for working with the group you have identified and generating their buy-in, as well as for your approach to the training session, activities, and materials.

    **Competencies Measured**

    By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and scoring guide criteria:

    · Competency 1: Analyze relevant healthcare laws, policies, and regulations; their application; and their effects on organizations, interprofessional teams, and professional practice.

    · Explain to stakeholders the desired impact of implementing the new policy or practice guidelines on benchmark performance.

    · Competency 4: Develop strategies to work collaboratively with policy makers, stakeholders, and colleagues to address environmental (governmental and regulatory) forces.

    · Explain the selected pilot group's role and importance in implementing the new policy or practice guidelines.

    · Summarize evidence-based strategies to promote stakeholder buy-in and prepare them for the implementation of a new policy based on practice guidelines and regulations.

    · Determine the resources needed to effectively implement a training session for the new policy or practice guidelines.

    · Competency 5: Produce clear, coherent, and professional written work, in accordance with Capella's writing standards.

    · Deliver a persuasive, coherent, and effective audiovisual presentation.

    · Convey purpose, in an appropriate tone and style, incorporating supporting evidence and adhering to organizational, professional, and scholarly writing standards.

    **cf_sonhs_presentation_guidelines.pptx**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/cf-sonhs-presentation-guidelines-pptx-10353411)

    **## cf_annotated_training_agenda_template.docx**

    ![](https://www.sweetstudy.com/questions/healthcare-law-and-policy-3-training-agenda-presentation-for-policy-implementation)**Remove or Replace: Header Is Not Doc Title**

    ![](https://www.sweetstudy.com/questions/healthcare-law-and-policy-3-training-agenda-presentation-for-policy-implementation)

    ## Annotated Training Agenda

    Objective:

    [Summarize the objective of the training session.]

    Date, Time, Duration:

    [Specify the date, time, and duration of the training session.]
    **Training Agenda**

    | | |
    | — | — |
    | Training Agenda Outline | Annotation |
    | **Introduction**<br>Welcome and overview of the training session.<br>Importance of [Policy Name] and its impact on patient care and organizational goals. | |
    | Understanding [Policy Name] <br>Brief overview of the policy’s purpose, scope, and objectives.<br>Key provisions and guidelines. | |
    | Roles and Responsibilities<br>Identify the specific roles targeted for pilot implementation (for example, nursing staff, administrative team, physicians).<br>Discuss the responsibilities of each role within the context of [Policy Name].<br>Highlight collaboration and interprofessional communication. | |
    | Training Strategies<br>Brainstorming: Encourage participants to share their insights and questions related to the policy.<br>Group discussions: Facilitate conversations on practical scenarios and case studies.<br>Outlining: Collaboratively create a roadmap for integrating [Policy Name] into daily workflows. | |
    | Q&A and Clarifications<br>Address any participant queries or concerns.<br>Clarify ambiguities related to [Policy Name]. | |
    | Next Steps (15 minutes)<br>Provide resources (for example, policy documents, contact information) for ongoing support.<br>Announce follow-up sessions or additional training opportunities.<br>Express gratitude for participants’ commitment to quality care. | |

    **1 1 **image1.emf****

    **## HEALTHCARELAWANDPOLICY.docx**

    In this two-part deliverable assessment, first, create a 5–7 slide elevator-speech style presentation that you will present to stakeholders that provides an overview of policy implementation, including rationale and data that reflect the need for the new policy. Second, create a detailed, annotated training agenda for the pilot team that will accompany your presentation.

    **Introduction**

    Training and educating those within an organization who are responsible for implementing and working with changes in organizational policy is a critical step in ensuring that prescribed changes have their intended benefit. A leader in a healthcare profession must be able to apply effective leadership, management, and educational strategies to ensure that colleagues and subordinates will be prepared to do the work that is asked of them.

    As a master's-level healthcare practitioner, you may be asked to design training sessions to help ensure the smooth implementation of any number of initiatives in your healthcare setting. The ability to create an agenda that will ensure your training goals will be met, and will fit into the allotted time, is a valuable skill for preparing colleagues to be successful in their practice.

    This assessment offers you an opportunity to develop and implement effective educational strategies.

    ### Instructions

    In this assessment, inform the leadership stakeholders of a planned pilot project to test the implementation of your new policy. Describe the policy in an elevator-speech style, explain why the policy is needed, and why the group was chosen for the pilot. Then, develop a detailed training agenda that will describe the training needed, including any resources, number and times of classes (including length) and if there will be any skills training and return demonstrations or written exams. Connect the pilot to the benchmarks you will measure. As a result of this presentation, stakeholders are expected to:

    · Understand the organizational policy and practice guidelines to be implemented.

    · Understand the importance of the policy to improving quality or outcomes.

    · Understand how the designated role group is key to successful implementation.

    · Have awareness of the necessary knowledge and skills for successful implementation.

    #### Elevator Speech Presentation

    Record a 5-minute recorded slide presentation for your elevator speech. Be sure to include:

    · A brief description of the policy and why it is necessary to improve benchmark metrics or comply with new regulations.

    · Include a description of the pilot group and why they were chosen to demonstrate the change in workflow and improve quality of care.

    · Describe the metrics that will be used to determine current practice and compare it after the training has ended.

    · Summarize the training implementation.

    #### Annotated Training Agenda

    You will also develop an agenda for the training sessions, including:

    · Length and number of class sessions.

    · Location of classes—simulation lab, classroom, et cetera.

    · The resources needed for the courses, any teaching staff, equipment, technology, or supplies needed.

    · What teaching strategies will be employed to measure learner success, including any check-off lists or written exams (you do not have to provide the actual exam)?

    · How will employees be scheduled and who will maintain records of completion, any grades, or skills verification?

    · Any credit that will be provided to the staff (that is, continuing education credits).

    · Plans to train the rest of the staff and new employees following the pilot.

    · The follow-up plan for assessing sustainability.

    Use the
    [Annotated Training Agenda Template [DOCX]](https://courseroom.capella.edu/courses/47149/files/8767815/download) to develop your agenda.

    ### Requirements

    The strategy summary and annotated training agenda requirements outlined below correspond to the scoring guide criteria, so be sure to address each main point. Read the performance-level descriptions for each criterion to see how your work will be assessed. In addition, be sure to note the requirements for document format and length and for supporting evidence.

    · Explain the desired impact of implementing the new policy and practice guidelines on benchmark performance.

    · How will the change be implemented?

    · How will the new policy affect the daily work routines and responsibilities of the role for the pilot group?

    · How will the policy and guidelines help improve the quality of care or outcomes and how will success be measured?

    · Explain the selected pilot group's role and importance in implementing the new policy and practice guidelines.

    · Why is the work and buy-in of the role group important for successful implementation?

    · How could you help the group feel empowered by their involvement during implementation?

    · Summarize evidence-based strategies to promote stakeholder buy-in and prepare them for the implementation of a new policy based on practice guidelines and regulations.

    · Why will these strategies be effective?

    · What measures might provide early indications of success?

    · Determine the resources needed to effectively implement a training session for the new policy or practice guidelines.

    · How will each proposed activity on your agenda support learning and skill development?

    · Can you complete the training within the allotted two hours?

    · Deliver a persuasive, coherent, and effective audiovisual presentation.

    · Organize content so ideas flow logically with smooth transitions.

    · Proofread your strategy summary and training agenda, before you submit it, to minimize errors that could distract readers and make it more difficult for them to focus on the substance of your strategies.

    · Convey purpose, in an appropriate tone and style, incorporating supporting evidence and adhering to organizational, professional, and scholarly writing standards.

    · Support main points, assertions, arguments, conclusions, or recommendations with relevant and credible evidence.

    · Be sure to apply correct APA formatting to source citations and references.

    #### Presentation Format and Length

    You may use Microsoft PowerPoint or other suitable presentation software to create your slides. If you elect to use an application other than PowerPoint, check with your faculty to avoid potential file compatibility issues. If using PowerPoint to create your presentation slides, you may use the SoNHS Professional Presentation Guidelines [PPTX] as a template. Be sure that your slide deck includes the following slides:

    ·
    Title slide.

    ·
    Presentation title.

    ·
    Your name.

    ·
    Date.

    ·
    Course number and title.

    ·
    References (at the end of your presentation). Apply current APA formatting to all citations and references.

    Your slide deck should consist of 5–7 slides, not including a title slide and references slide. Your presentation should last approximately 5 minutes.

    Ensure you provide speaker notes for each slide to fully address scoring guide criteria.

    What to submit:

    ·
    PowerPoint presentation.

    ·
    Recorded PowerPoint presentation, including audio track.

    ·
    Save your PowerPoint files as a PDF with notes.

    ·
    Understand that the speaker notes will be processed through Turnitin.

    ·
    Refer to the Presentation Resources for help, along with the SoNHS Professional Presentation Guidelines [PPTX].

    ·
    Annotated Training Agenda.

    #### Supporting Evidence

    Cite 2–4 external sources to support your strategies for working with the group you have identified and generating their buy-in, as well as for your approach to the training session, activities, and materials.

    **Competencies Measured**

    By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and scoring guide criteria:

    · Competency 1: Analyze relevant healthcare laws, policies, and regulations; their application; and their effects on organizations, interprofessional teams, and professional practice.

    · Explain to stakeholders the desired impact of implementing the new policy or practice guidelines on benchmark performance.

    · Competency 4: Develop strategies to work collaboratively with policy makers, stakeholders, and colleagues to address environmental (governmental and regulatory) forces.

    · Explain the selected pilot group's role and importance in implementing the new policy or practice guidelines.

    · Summarize evidence-based strategies to promote stakeholder buy-in and prepare them for the implementation of a new policy based on practice guidelines and regulations.

    · Determine the resources needed to effectively implement a training session for the new policy or practice guidelines.

    · Competency 5: Produce clear, coherent, and professional written work, in accordance with Capella's writing standards.

    · Deliver a persuasive, coherent, and effective audiovisual presentation.

    · Convey purpose, in an appropriate tone and style, incorporating supporting evidence and adhering to organizational, professional, and scholarly writing standards.

    **cf_sonhs_presentation_guidelines.pptx**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/cf-sonhs-presentation-guidelines-pptx-10353411)

    – 1
    – 2
    – 3

  • [Solved] 6-1 Journal: Financial and Ethical Considerations in Intercollegiate Athletics

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    In this assignment, you will explore financial and ethical aspects that influence the management of intercollegiate athletics. ## Prompt After reading and viewing the module’s resources, respond to the following **critical elements**: 1. Address the type of **financial analyses** that would be appro…

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    Assignment Prompt & Instructions

    In this assignment, you will explore financial and ethical aspects that influence the management of intercollegiate athletics.
    ## Prompt
    After reading and viewing the module’s resources, respond to the following **critical elements**:
    1. Address the type of **financial analyses** that would be appropriate for analyzing the budget and comparing it with those of similar colleges.
    2. Evaluate the university’s **fundraising options** and recommend the best **strategy** for funding.
    3. Discuss the **role of money** in college sports, evaluating the effectiveness of revenue sources and identifying potential greater ethical or legal concerns.
    4. Assess potential **ethical issues** that may arise, including those related to paying student athletes.
    ## What to Submit
    Submit the assignment as a Microsoft Word document with double spacing, 12-point Times New Roman font, and one-inch margins. Your journal assignment should be 2 to 3 paragraphs in length, and any sources should be cited in APA format.