BIOL 102 Lab 7Yeast FermentationPRE-LAB ASSIGNMENT Stude.docx

BIOL 102: Lab 7
Yeast Fermentation
PRE-LAB ASSIGNMENT:
Students are expected to read pages 1-2 before coming to the
lab to complete the experiments.
Print this entire lab packet and bring it to the laboratory.
Please provide a FULL lab report for this experiment following
the “Lab Report Guidelines”.
Please note that this lab report WILL include a HYPOTHESIS.
Objectives:
· Observe yeast fermentation
· Determine the optimum conditions for yeast fermentation
Background:
All fungi are eukaryotes. Although they vary in size and shape,
fungi share key characteristics including their way of obtaining
nutrients for growth and energy. Fungi are heterotrophs and
they depend on preformed carbon molecules produced by other
organisms. However, fungi do not ingest food and then digest it
using enzymes; instead they invade -think of a moldy piece of
bread-a food source and secrete digestive enzymes onto it. The
digestion occurs outside the body. When the polymers are
broken down into monomers, the fungi absorb the predigested
food into its body.
Yeast are microscopic, unicellular organisms in the Kingdom
Fungi. Like other fungi, yeast are incapable of making their
own food, but like any other organism, need food for energy.

They rely on carbohydrates (usually sugars) found in their
environment to provide them with this energy so that they can
grow and reproduce. There are many species of yeast, and each
has a particular food source.
Regardless of the food source, yeast perform fermentation
which does not utilize oxygen. In fermentation, the only energy
extraction pathway is glycolysis, with one or two extra
reactions tacked on at the end, but no electron transport chain.
Therefore, only 2 ATPs are formed per glucose.
Fermentation and cellular respiration begin the same way, with
glycolysis. In fermentation, however, the pyruvate made in
glycolysis is not completely oxidized because it does not
continue through the citric acid cycle and the electron transport
chain does not run. Because the electron transport chain is not
functional, the NADH cannot drop its electrons off to the
electron transport chain, and thus very few ATP molecules are
synthesized because the ATP synthase is not running.
Based on the end products, fermentation can be of two types:
ALCOHOLIC fermentation (the subject of this lab) and
LACTIC ACID fermentation.
Regardless of the type of fermentation, the purpose of the extra
reactions in fermentation, is to regenerate (recycle) the electron
carrier NAD+ from the NADH produced in glycolysis. The extra
reactions accomplish this by letting NADH drop its electrons
off with an organic molecule such as acetaldehyde to produce
ethanol (alcoholic fermentation), or pyruvate to produce lactic
acid (lactic acid fermentation). This “drop-off” of electrons
allows glycolysis to keep running by ensuring a steady supply
of NAD+.
Going from pyruvate to ethanol is a two-step process. In the
first step, a carboxyl group is removed from pyruvate and

released as carbon dioxide, producing a two-carbon molecule
called acetaldehyde. In the second step, NADH passes its
electrons to acetaldehyde, regenerating NAD+ and forming
ethanol.
Yeast breaks down glucose into ethanol, 2 carbon dioxide
molecules, and 2 ATP molecules. The formula for the yeast
fermentation reaction is:
ReactantProducts
C6H12O6 >>>>>>> 2CH3CH2OH + 2CO2 + 2 ATP
molecules
For the yeast cell, this chemical reaction is necessary to produce
the energy for life. The ethanol and the carbon dioxide are
waste products. It is these waste products that we take
advantage of: we use the ethanol in alcoholic beverages and the
carbon dioxide makes bread rise when baking.
Alcoholic fermentation, can be observed and measured by using
the amount of carbon dioxide gas that is produced from the
breakdown of glucose. In this exercise, you will observe
alcoholic fermentation by yeast. To do so you will add the
same amounts of yeast and water to different amounts of sugar
in Erlenmeyer flasks and cap them with a balloon to see how
much carbon dioxide gas is produced. You will also use water at
two different temperatures and determine how much carbon
dioxide is produced. The more fermentation that occurs, the
more carbon dioxide will be produced, and the more the balloon
will expand.
Information adapted from:
Solomon, Eldra P. et al. Biology. 10th ed. Cengage, 2015.
https://www.khanacademy.org/science/biology/cellular-
respiration-and-fermentation

LAB DATASHEET
Determine the optimum conditions for yeast fermentation.
Think Scientifically:
Please explain your rationale to which flask or test variable will
produce the most CO2. Look at the various bottles below and
state whether bottle A-F will produce the most CO2 and explain
why.
Materials:
Sugar
Dry yeast
Warm water
Ice cold water
Balance scale
Measuring spoons
100 mL Graduated Cylinder
6 Erlenmeyer flasks
6 Rubber bands
6 Balloons
Ruler
Procedure:
1. Obtain 6 labeled Erlenmeyer flasks.
2. Fill each flask accordingly:
· Bottle A - 5 mL sugar, 3 grams of dry yeast
· Bottle B - 10 mL sugar, 3 grams of dry yeast
· Bottle C - 15 mL sugar, 3 grams of dry yeast

· Bottle D - 5 mL sugar, 3 grams of dry yeast
· Bottle E - 3 grams of dry yeast
· Bottle F - 15 mL sugar
3. Fill all flasks except D with 100 mL of warm water. Fill
flask D with 100 mL of ice cold water.
4. Place a balloon over the top of each flask and tighten it with
a rubber band.
5. Swirl flask to mix contents. Wait 20-30 minutes.
6. Record observations in Table 1.
7. Measure the width and height of the balloon (from the top of
the flask to the top of the balloon) with a ruler, and record it in
Table 1.
8. Graph the Sugar Quantity vs. Balloon Height in an X-Y
Scatterplot. Insert DIGITAL scatterplot only. Written graphs
and/or pictures of written graphs will not be accepted.
Table 1: Observations and Measurements of Balloon height in
cm
Flask
Observations
Height
Width
A
1st to rise
4.5inch
2inch
B
3rd to rise
3.8inch
1.5inch
C
2nd to rise
4.2inch

1.8inch
D
Did not rise
0
0
E
Did not rise
0
0
F
Did not rise
0
0
Conclusion:
Be sure to address the following:
· How did your original rationale compare to the data collected?
If your rationale was incorrect, why do you think it did not
produce the most CO2?
· Describe what happened in this reaction using the following
terms: yeast, warm water, cold water, sugar, anaerobic
respiration, and carbon dioxide.
· Compare what happened to each of the balloons for flasks A
through F. Which flask had the most CO2 production? Least?
How do you know? Be sure to describe WHY!
· There were four experimental flasks and two control flasks in
this exercise. Which flasks were the experimental and which
were the control flasks? Explain how each determination was
made.
Benefits
1

© 2014 Cengage Learning. All Rights Reserved. May not be
scanned, copied or duplicated, or posted to a publicly accessible
website, in whole or in part.
chapter 11
Why do organizations offer employee benefits?
What are mandatory benefits, and why do organizations offer
them?
What are customary benefits, and why do organizations offer
them?
What are optional benefits, and why do organizations offer
them?
What are some of the challenges in communicating benefits
information to employees?
What influences an organization’s benefit choices?
2
Learning Objectives
What Is the Purpose of Benefits?
When salary budgets are tight, or when the hiring market is
competitive, providing better benefits than competitors can help
organizations attract and retain top employees.
3

Types of Benefits—Mandatory
Mandatory Benefits
Required by law of organizations with a certain number of
employees
Social Security
retirement income to qualified workers and their spouses after
working a certain number of hours
Unemployment insurance
temporary income during periods of involuntary unemployment
Workers’ compensation
pays for medical costs and sometimes time off if an employee
suffers a job-related sickness or accident, and survivor benefits
in the case of an employee’s death
FMLA leave
most employers must provide employees up to 12 weeks of
unpaid leave to care for family members
COBRA health coverage
a continuation of group health coverage for employees and
qualified beneficiaries who might otherwise be ended when an
employee experiences a qualifying event
4

Types of Benefits—Customary
Customary Benefits
Life insurance: pays a beneficiary or beneficiaries a sum of
money after the death of an insured individual
Health coverage: health care coverage for employees and their
dependents
Retirement plans: defined benefits retirement plans and defined
contribution retirement plan
5
Types of Benefits—Optional
Optional Benefits
Free food, exercise facilities, telecommuting, and other things
that are at the discretion of the organization
Work-life benefits: telecommuting

Domestic partner benefits: providing benefits to two people who
are not married, but are in a same-sex or opposite-sex
arrangement similar to marriage
Flexible spending account: an employer-sponsored benefit that
allows you to pay for eligible medical expenses on a pretax
basis
Nonfinancial benefits
6
Types of Benefits
7
Table 11-2

Creative Benefits
8
Table 11-4
Benefits in Different Countries
9
Table 11-4
10

Case Study: Benefits at PwC
Exercise
What are the advantages of offering core benefits? Why not let
employees choose all of their benefits?
How might offering such a variety of benefits create a
competitive advantage for PwC?
Which benefits have the most appeal to you? Are there any
benefits that you would require before accepting a job? Why?
Communicating Benefits Information
11
Benefits workshops, employee meetings, and social networking
tools can help ensure that the benefits program is valued,
understood, and best used by employees.
Total compensation statement: communicating total
compensation in detail through a written summary of employee
direct and indirect compensation
Benefits communication tools: regular mail,
e-mail, text messages, benefits website, QR codes, face-to-face
communication

Total Compensation
12
Table 11-5
Managing Benefits
Benefits level: the choice of how much to invest in employee
benefits influenced by the organization’s competition for talent,
the compensation strategy, the organization’s culture, and
characteristics of the organization’s workforce
Flexible benefit plans: give employees a set amount of credits
or dollars to allocate among different benefits options provided
by the employer

13
Base Compensation
1
chapter 9
Describe the difference between financial and nonfinancial
compensation.
Describe the four forces influencing direct financial

compensation.
Describe how organizations can evaluate the worth of a job.
List the three methods most commonly used for job pricing.
List four special compensation issues facing organizations.
Describe the Fair Labor Standards Act, the Equal Pay Act, and
worker’s compensation.
2
Learning Objectives
What Is Compensation?
Direct financial compensation: compensation received in the
form of salary, wages, commissions, stock options, or bonuses
Indirect financial compensation: all the tangible and financially
valued rewards that are not included in direct compensation,
including free meals, vacation time, and health insurance
Nonfinancial compensation: employee rewards and incentives
that are not financial in nature, including flexible work
schedules, development opportunities, casual dress codes, and
helping employees balance work with the other demands
3

Compensation
Base pay: reflects the size and scope of an employee’s
responsibilities
Severance pay: given to employees upon termination of their
employment
Total rewards: includes everything an employee perceives to be
of value that results from the employment relationship
4
Strategic Compensation
Goal of a strategic compensation system
Attract and retain qualified employees
Reflect the relative value of each job
Be externally competitive and internally consistent and fair

Motivate individual performance and employees’ contribution to
organizational goal achievement
Foster employee engagement and productive work relationships
Comply with all state and federal laws and regulations
5
Pay
Fixed pay: a set amount employees receive regardless of
performance
Variable pay: some or all of an employee’s compensation based
on employee, team, or organizational performance
Pay structure: an organization’s array of pay rates for different
skills or work, including the difference in pay among employees
in different job families
Pay mix: the relative emphasis given to different compensation
components
6

Pay Structure
7
Figure 9-1
What Influences
Direct Financial Compensation?
The organization
The job
The employee
External forces
8

The Influence of the Organization on Direct Financial
Compensation
Different industries and different organizations within an
industry are able to pay differently based on their profitability
and resources.
Pay leader: organization with a compensation policy of giving
employees greater rewards compared to competitors
Pay follower: an organization that pays its front-line employees
as little as possible
9
The Influence of the Job on Direct Financial Compensation
Organizations should ensure that pay differences across
employees are based upon variations in job requirements

including skill, effort, working conditions, job responsibility,
and mental and physical requirements rather than bias.
Resource dependence theory: proposition that organizational
decisions are influenced by both internal and external agents
who control critical resources
10
The Influence of the Employee on Direct Financial
Compensation
Wage differentials are differences in wages between workers,
groups of workers, or workers within a career field.
Seniority and merit are two of the largest influences on wage
differentials among people holding the same job in an
organization.
11

The Influence of External Forces on Direct Financial
Compensation
The labor market for a position consists of all of the potential
employees located within a geographic area from which the
organization might be able to hire.
The labor market during the time of an employee’s hire can
result in differing pay for employees in the same job.
12
What do you think is “reasonable” compensation for a not-for-
profit organization?
Whose responsibility is it to inform a company’s board of
directors of the CEO’s total compensation details?
Do you think that it is possible for a CEO to be paid too much?
How would you determine an appropriate amount? Why?
13

Case Study: “Reasonable” Compensation at a Not-for-Profit
Organization
Exercise
Evaluating the Worth of a Job
Market pricing: uses external sources of information about how
others are compensating a certain position to assign value to a
company’s similar job
Job evaluation methods: a systematic process that uses expert
judgment to assess differences in value between jobs
Position analysis questionnaire: a job analysis technique that is
also useful in evaluating jobs for compensation purposes
14

Market Pricing
Compensation surveys are surveys of other organizations
conducted to learn what they are paying for specific jobs or job
classes.
Benchmark jobs are jobs that tend to exist across departments
and across diverse organizations, allowing them to be used as a
basis for compensation comparisons.
15
Market Compensation Levels
16
Table
9-1

Job Evaluation Methods
Ranking method: comparing jobs based on their overall worth to
the organization or their relative difficulty to rank them from
most to least valuable
Job classification method of job analysis: jobs subjectively
classified into an existing hierarchy of grades or categories
Point factor method: using a set of compensable factors to
determine the value of each job
Hay Group Guide Chart-Profile Method: using a point-factor
system to produce both a profile and a point score for each
position
17

Ranking Method of Job Evaluation
18
Figure 9-2
Job Classification Method of Job Evaluation
19
Figure 9-3

Point Factor Method
20
Figure 9-4
Job Pricing
Single-rate system: paying all employees performing the job the
same rate
Pay grades: the range of possible pay for a group of jobs
Broadbanding: the use of very wide pay grades (for example,
salary ranges of plus or minus 30 percent to 60 percent of the
salary midpoint) to increase pay flexibility
21

Pay Grade Structure
22
Figure 9-5
Compensation Issues: Equity
Two most often cited fairness principles underlying
compensation systems
Equal pay for equal work
Higher pay for more important work
Internal equity: employees perceive their pay to be fair relative
to the pay of other jobs in the organization
Employee equity: perceived fairness of the relative pay between
employees performing similar jobs for the same organization

23
Compensation Issues: Equity
External equity: an organization’s employees believe that their
pay is fair when compared to what other employers pay their
employees who perform similar jobs
Comparable worth: if two jobs have equal difficulty
requirements, the pay should be the same, regardless of who
fills them
Wage rate compression: starting salaries for new hires exceed
the salaries paid to experienced employees
24

Compensation Issues
Team compensation: Tying team rewards to team performance
motivates team members to pursue team goals rather than
individual goals.
Executive compensation: Base salaries of executives are higher
than those of low-level managers or operative personnel.
Executives frequently operate under bonus and stock option
plans that can dramatically increase their total financial
rewards.
25
Global Compensation
Cost-of-living adjustments
Housing allowance
Hardship premiums
Tax equalization payments
Inflation adjustments

26
Compensation Laws and Regulations
The Fair Labor Standards Act: federal law that sets standards
for minimum wages, overtime pay, and equal pay for men and
women performing the same jobs
The Equal Pay Act: prohibits gender-based wage discrimination
Employees in the same company who are performing work that
requires equal skill, effort, and responsibility and performing
under similar working conditions must not be paid differently
based on gender
27

Compensation Laws and Regulations
Workers’ Compensation: a type of insurance that replaces wages
and medical benefits for employees injured on the job in
exchange for relinquishing the employee’s right to sue the
employer for negligence
28
Incentives
1

chapter 10
Explain why organizations might choose to tie pay to
performance.
Describe when it is appropriate to have a high level of reward
differentiation across employees.
Describe some of the criticisms of stock options as an incentive
tool.
Explain how pay for performance improves employee
motivation and performance.
Describe the golden rule of pay for performance plans.
Explain the difference between errors of commission and errors
of omission in incentive pay and their impact on organizations.
2
Learning Objectives
Designing Incentive Plans
Top four reasons for tying pay to performance
Recognize and reward high performers
Increase the likelihood of achieving corporate goals
Improve productivity

Move away from an entitlement culture
3
An incentive pay plan designed to motivate performance, must
consider
Preference of individual employees
Size of the rewards for high performance
Method of motivating individual job performance
Objectivity of the evaluation process that determines the
rewards
4

Identify Goals for the Incentive Plan
The organization must determine what it really wants people to
do such as safety, performance, productivity, customer service,
skill building, etc.
Budgeting
The incentive pay program should motivate employees and also
create a positive return on investment for the organization.
Differentiating Rewards
Rewards are based on performance rather than giving all
employees the same reward.
5
What Can Incentive Plans Influence?
6
Table 10-1

What Differentiated Rewards Can Influence
Focus on assessing outcomes related to business strategy
execution and business performance. Rewards should be fair
and based on multiple measures that capture employees’ actual
contributions to organizational success.
7
Table 10-2
Incenting Short- and
Long-Term Performance
Short-term incentives are one-time variable rewards used to
motivate short-term employee behavior and performance
(typically one year or less).
Long-term incentives are intended to motivate employee

behaviors and performance that support company value (e.g.,
share price) and long-term organizational health.
8
Individual Incentive Plans
Pay for Performance (merit pay)
Rewards employees based on some specific measure of their
individual performance
Variable pay plans: put a small amount of base pay at risk, in
exchange for the opportunity to earn additional pay if
performance meets or exceeds a standard
Spot awards: given immediately, or “on the spot,” as soon as a
desired behavior is seen
9

Individual Incentive Plans
Extrinsic motivation: comes from outside the individual,
including performance bonuses
When motivated to do a task because doing so will lead to a
valued reward
Intrinsic motivation: comes from an interest in or enjoyment
from doing a task
When motivated by the task rather than by tangible external
rewards for doing it
When people engage in a hobby, they are experiencing intrinsic
motivation.
10
What do you think were the biggest factors in the failure of the
incentive program at HP?
Why might employees prefer to have only fixed pay and no
incentive pay if the incentive pay system meant that they could
earn more money?

What would you recommend that HP try instead of pay for
performance to accomplish its initial goals of increasing
productivity and focusing employees on team rather than
individual performance?
11
Case Study: Motivation through Incentives at Hewlett-Packard
Exercise
Skill-Based Pay
Skill-based pay: rewards employees for the range and/or depth
of their knowledge and skills
Recognition awards: often used to reward specific achievements
like tenure with the organization, helping a coworker, and
safety or wellness behaviors
Alternative rewards: noncash awards, incentives, and
recognition programs that supplement pay and improve total
reward programs (flextime, telecommuting)
12

Group Incentive Plans
Incentive plans for work groups and teams should motivate
teams to accomplish group goals and align the groups’
objectives with organizational goals.
Gainsharing: the firm shares the value of productivity gains
with employees
Scanlon plans: gainsharing programs based on implementing
employee suggestions for lowering the cost per unit produced
Improshare: a gainsharing plan based on a mathematical formula
that compares a performance baseline with actual productivity
during a given period with the goal of reducing production time
13
Organizational Incentive Plans

Organizational incentive plans are designed to align employee
goals with organizational goals by rewarding employees for
organizational-level performance.
Employee stock ownership plans (ESOPs) are tax-exempt,
employer-established employee trusts that hold company stock
for employees.
14
Incentive Plans for Special Situations
Executive incentives: special plans designed to attract,
motivate, and retain top managerial talent
Sales incentives: focus on the value of sales made by an
employee or focus broader on the customer relationship
management process
Incenting innovation: incentives that motivate employees by
inspiring enthusiasm and compensating them for the risks and
inevitable failures involved in developing innovations
15

Sales Incentive Program Decisions
16
Table 10-3
Incentive Errors
17
Figure 10-1

Managing Incentive Systems
Technology
Assists in tracking timely and accurate performance feedback
Evaluating the Effectiveness of an Incentive Program
Feedback from participants and program administrators on the
program’s clarity, motivational appeal, and success at rewarding
the intended behaviors in order to understand the strengths and
weaknesses of the program
Return on Investment
An incentive program should improve performance
18
Incentive Bonuses and
Customer Service Quality
19
Figure 10-2

Developmental Training and Performance Appraisal of Thirst
Company
Prompt 7
For developing the training plan in a company for new hiring,
few steps are followed
Developmental trainings used to develop the information about
organization for new hiring that how this Thirst company work
through.
These training programs design to understand the strategies that
uses for running an organization.
Understanding the new hiring people’s interests and motivation
level to work in such Thirst company as well as discuss their
thought related this post.

The purpose of developing these trainings programs is to
improve the quality of work and introduce new ideas with new
hirers that will help to enhance the Thirst company’s
achievements.
Developmental training program focus on individual through
their educational skills, previous work experience and further
expectation from current Thirst company.
These training program use to introduce current technology
equipment that use in company’s services.
These training programs helps to understand the responsibilities
for their new job such as they knows how to manage
organizational policies, how to improve their relationship with
colleagues and managers and how to implement a particular task
announced by management.
These trainings further help to reduce number of accidents in
task completion that develop satisfaction level in to the
employees and improve relationship between employee and
company management for sharing their thought, ideas and
opinions related task that will help to promote the Thirst
company as well (Zahra, Iram, & Naeem, 2014).
Prompt 8
In this step, the Thirst company have to set some performance
management system to define the role of team members
including HR management and these policies will be based on
further checking and evaluating of the their performances.
The performance management help an organization through

providing an opportunity for comprehensive objectives that
should be fulfilled as well as provide an opportunity to
employees to evaluate their motivation and mobilize their
potential in working such companies.
In this step, performance appraisal form is use to assess the
individual’s performance according to management plan for
Thirst company team.
This form is help to judge the performance of employee that
how they incorporate such management plan.
This form also help to find out potential of team members that
how they implement management process and developmental
training program for effective outcome of company.
Management team of an this Thirst company appraise the team
members on the basis of performance appraisal form in which
employees shows their potential, motivation and understanding
of implementation the tasks.
The appraisal form is initially on weekly basis and after few
time it evaluate on monthly base performance that aware the
team about their performances.
In last, the management process and appraisal form help to
increase the motivational level in employees and management
team too that is ultimately useful and beneficial for the Thirst
company progress.
References
citehr. (2009, October 29). Performance Appraisal Methods .
Retrieved from

citehr: https://www.citehr.com/206533-performance-
appraisal- methods-pdf-download.html
Zahra, S., Iram, A., & Naeem, H. (2014). Employee Training
and Its
Effect on Employees’ Job Motivation and Commitments .
IOSR
Journal of Business and Management , 60-68.

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