Deliverable 5 - Hypothesis Tests for Two SamplesCompetencyForm.docx

Deliverable 5 - Hypothesis Tests for Two Samples
Competency
Formulate and evaluate hypothesis tests for population
parameters based on sample statistics using both Critical
Regions and P-Values, and be able to state results in a non-
technical way that can be understood by consumers of the data
instead of statisticians.
Dealing with Two Populations
Inferential statistics involves forming conclusions about a
population parameter. We do so by constructing confidence
intervals and testing claims about a population mean and other
statistics. Typically, these methods deal with a sample from one
population. We can extend the methods to situations involving
two populations (and there are many such applications). This
deliverable looks at two scenarios.
Concept being Studied
Your focus is on hypothesis tests and confidence intervals for
two populations using two samples, some of which are
independent and some of which are dependent. These concepts
are an extension of hypothesis testing and confidence intervals
which use statistics from one sample to make conclusions about
population parameters. What to Submit
Your research, calculations, and analysis should be presented on
the spreadsheet
provided.
To my wife,Barbara, and my sons Sean, Colin,

and Timothy,
and especially to my granddaughter, Isabella – M. J.
K.
To my wife,Kelley, and my daughters Rachel and
Katherine – R. D. J.
Copyright © 2015 by SAGE Publications, Inc.
All rights reserved. No part of this book may be
reproduced or utilized in any form or by
any means, electronic or mechanical, including
photocopying, recording,or by any information storage
and retrieval system, without permission in
writing from the publisher.
Printed in the United States of America
Library of Congress Cataloging-in-Publication Data
Human resource information systems : basics,
applications, and future directions / [edited
by] Michael J. Kavanagh, StateUniversity of
New
York at Albany, Mohan Thite, Griffith University,
Richard D. Johnson, StateUniversity of New
York at Albany. — Third edition.
pages cm
Includes bibliographical referencesand index.

ISBN 978-1-4833-0693-3 (pbk. : alk. paper)
1. Personnel management—Information technology. 2.
Personnel management—Data processing. I.
Kavanagh, Michael J. II. Thite, Mohan.
III. Johnson, Richard D.
HF5549.5.D37H86 2015
658.300285—dc23
2013029735
This book is printed on acid-free paper.
14 15 16 17 18 10 9 8 7 6 5 4 3
2 1
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Contents
Preface
PART I: INTRODUCTION TO HUMAN RESOURCE
INFORMATION SYSTEMS
(HRIS): A SYSTEMS PERSPECTIVE
1. Evolution of Human Resource Management and

Human Resource Information Systems: The
Role of Information Technology
Michael J. Kavanagh and Richard D. Johnson
Editors’ Note
Chapter Objecties
HRIS in Action
Introduction
Historical Evolution of HRM and HRIS
Pre–World War II
Post–World War II (1945–1960)
Social Issues Era (1963–1980)
Cost-Effectiveness Era (1980 to the Early 1990s)
Technological Advancement Era and the Emergence of
Strategic HRM (1990 to Present)
HR Activities
Interface Between HR and Technology
A Primer on HRIS
What Is an HRIS?
e-HRM and HRIS

Why Do We NeedHRIS?
Different Types of HRIS
System Development Process for an HRIS
A Model of Organizational Functioning
Themes of the Book
Summary
Key Terms
Discussion Questions
Case Study: Position Description and Specification
for an HRIS Administrator
HRIS Administrator
Position Summary
Primary Function
Essential Duties and Responsibilities
Requirements
Qualifications
Case Study Questions
Note

References
2. Database Concepts and Applications in Human
Resource Information Systems
JanetH. Marler and Barry D. Floyd
Editors’ Note
Chapter Objectives
Introduction
Data, Information, and Knowledge
Database Management Systems
Early DBMSs
RelationalDBMSs
Data Sharing Between Different Functions
Data Sharing Between Different Levels
Data Sharing Across Locations
Key RelationalDatabase Terminology
Entities and Attributes
Tables
Relationships, Primary Keys, and Foreign Keys

Queries
Forms
Reports
Introduction to MS Access
Designing an MS Access Database
HR Database Application Using MS Access
Other HR Databases
Data Integration: Data Warehouses, Business Intelligence,
and Data Mining
Summary
Key Terms
Case Study
Notes
References
3. Systems Considerations in the Design of a
Human Resource Information System: Planningfor
Implementation
Michael D. Bedell and Michael L. Canniff

Editors’ Note
Chapter Objectives
HRIS in Action
Introduction
HRIS Customers/Users: Data Importance
Employees
Nonemployees
Important Data
HRIS Architecture
The HRIS “Dinosaur”
Client-Server (Two-Tier) Architecture
Three-Tier Architecture
N-Tier Architecture With EnterpriseResource Planning
Cloud Computing—Back to the Future!?
Security Challenges
Best of Breed
Recruitment
TimeCollection

Payroll
Benefits
Planning for System Implementation
Summary
Key Terms
Case Study: Vignette Revisited
New Information for the Case: Part 1
References
4. The Systems Development Life Cycle and HRIS
Needs Analysis
Lisa M. Plantamura and Richard D. Johnson
Editors’ Note

Chapter Objectives
HRIS in Action
Introduction
The Systems Development Life Cycle (SDLC)
Analysis
Needs Analysis
1. Needs Analysis Planning
2. Observation
3. Exploration
4. Evaluation
5. Reporting
Summary
Key Terms
Case Study: “Planning the Needs of Other
Organizations”
Note
References

Recommended Readings
5. System Design and Acquisition
Richard D. Johnson and James H. Dulebohn
Editors’ Note
Chapter Objectives
HRIS in Action
Introduction
Design Considerations During the Systems
Development Life Cycle
Logical Design
Two Ways to View an HRIS: Data Versus
Process
Logical Process Modeling With Data FlowDiagrams
Creating and Using the DFD
Physical Design
Working With Vendors
Vendor Selection
Assessing System Feasibility

Technical Feasibility
Operational Feasibility
Legal and Political Feasibility
Economic Feasibility
Summary
Key Terms
Case Study
Notes
References
6. Project Management and Human Resource
Management Advice for Human Resource
Information Systems Implementation
Michael J. Kavanagh
Editors’ Note
Chapter Objectives
HRIS in Action
Introduction

Project Management Cooperation
The IT Perspective
Project Management Processes
Project Management Approaches and Tools
General IT Factors Affecting PM Success
The Human Resource Management Perspective
Identification of the Steering Committee and Project
Charter
Configuring the PM Team
Identification of Available Resources and Constraints
Controlling Project Creep
Selection of the Implementation Team
Software Implementation
Training and Documentation
Critical Success Factors for IT and HRM Issues
Summary
Key Terms

Case Study: Implementing an HRIS
Note
References
PART II: HRIS EFFECTIVENESS MEASURES
ANDHRM ADVICE FOR HRIS
IMPLEMENTATION
7. HR Metrics and Workforce Analytics
Kevin D. Carlson and Michael J. Kavanagh
Editors’ Note
Chapter Objectives
HRIS in Action
Introduction
A BriefHistory of HR Metrics and Analytics
Limitations of Traditional HR Metrics
Contemporary HR Metrics and Workforce Analytics
Using HR Metrics and Workforce Analytics
HR Metrics, Workforce Analytics,and Organizational

Effectiveness
A Common and Troublesome View
Better Problem Solving and Decision Making
Opportunity Domains of HR Expertise
HR Process Efficiency
Organizational Effectiveness
Strategic Realignment
Measurement, Metrics, and Analytics Basics
Getting Started
The Role of “Why?”
Putting HR Metrics and Analytics Data in Context
Reporting What We Find
HR Dashboards
Infographs
Useful Things to Remember About HR Metrics
and Analytics
Don’t “Do Metrics”
Bigger Is Not Always Better
HR Metrics and Analytics Is a Journey—Not a

Destination
Be Willing to Learn
Avoid the Temptation to Measure Everything
Aggressively
HR Metrics and the Future
Summary
Key Terms
Case Study
Notes
References
8. Cost Justifying HRIS Investments
Kevin D. Carlson and Michael J. Kavanagh
Editors’ Note
Chapter Objectives
HRIS in Action
Alternate HRIS in Action

Introduction
Justification Strategies for HRIS Investments
Evolution of HRIS Justification
Approaches to Investment Analyses Make a
Difference: Some Guidelines
HRIS Cost-Benefit Analysis
Identifying Sources of Value for Benefits and
Costs
Direct Benefits
Indirect Benefits
Implementation Costs
Estimating the Value of Indirect Benefits
Estimating Indirect Benefit Magnitude
Direct Estimation
Benchmarking
Internal Assessment
Mapping Indirect Benefits to Revenues and Costs
Methods for Estimating the Value of Indirect
Benefits

Average Employee Contribution
Estimating the Timing of Benefits and Costs
The Role of Variance in Estimates
Avoiding Common Problems
Packagingthe Analysis for Decision Makers
Conclusion
Summary
Key Terms
Case Study
Notes
References
9. Change Management: Implementation, Integration,
and Maintenance of the Human Resource
Information System
Romuald A. Stone and Richard D. Johnson
Editors’ Note

Chapter Objectives
HRIS in Action
Introduction to the Management of Change
Organizational Development
Change Management
The Change Management Process: Science and Art
Models of the Change Process
Overview of Organizational Change
Selected Change Models
Action-Research Model
Lewin’s Change Model
Change Equation Formula
Kotter’s Process of Leading Change
Important Reminders RegardingChange Models
Why Do System Failures Occur?
Leadership
Planning

Change Management
Communication
Training
Organizational and IndividualIssues in HRIS
Implementation
Cultural Issues
Resistance to Change
User Acceptance
Summary
Key Terms
Case Study: The Grant Corporation
Note
References
PART III: HUMAN RESOURCE INFORMATION
SYSTEMS APPLICATIONS
10. HR Administration and Human Resource Information
Systems

Linda C. Isenhour
Editors’ Note
Chapter Objectives
HRIS in Action
Introduction
Technology Support for Job Analysis
Approaches and Techniques
HRIS Applications
The HRIS Environment and Other Aspects of
HR Administration
HRM Administration and Organizing Approaches
Service-Oriented Architecture and eXtensible Markup
Language
Advantages of XML-Enhanced SOA
Theory and HR Administration
Self-Service Portals and HRIS
Shared-Service Centers and HRIS
Outsourcing and HRIS
Offshoring and HRIS

Summary of HR Administration Approaches
Legal Compliance and HR Administration
HR Administration and Equal Employment Opportunity
U.S. CivilRights Act of 1964, Title VII, and the
EEO-1 Report
EEO-1 Report (Standard Form 100)
EEO-1 and HRIS
Occupational Safety and Health Act Record
Keeping
OSHA Form 300 (Log of Work-Related Injuries
and Illnesses) and HRIS
Technology, HR Administration, and Mandated
Governmental Reporting
Summary of Government-Mandated Reports and Privacy
Requirements
HR Strategic Goal Achievement and the Balanced
Scorecard
HRM and the Balanced Scorecard
HR Scorecard and Balanced Scorecard Alignment
Summary

Key Terms
Case Study: The Calleeta Corporation
Note
References
11. Talent Management
Kevin M. Johns and Michael J. Kavanagh
Editors’ Note
Chapter Objectives
HRIS in Action
Introduction
Defining Talent Management
Importance of Talent Management
The Talent Management Life Cycle
Attributes for Talent
Job Analysis and Human Resource Planning: Part of
TM
Job Analysis

Human Resource Planning (HRP)
Workforce Management/Human Resource Planning with an
HRIS
Long- and Short-Term Strategic Importance of
Talent Management
Talent Management and Corporate Strategy
Anticipating Change and Creating an Adaptable
Workforce
Talent Management and Corporate Culture
Talent Management and Information Systems
The Link Between Talent Management and Human
Resource Information Systems
Recruiting Top Talent Using Social Networking
Sites (SNSs)
Using Information Systems to Set Goals and
Evaluate Performance
Using Analytics for Talent Management
Workforce Analytics and Talent Management
Measuring the Success of Talent Management
Summary

Key Terms
Case Study: Vignette Case Continued
Note
References
12. Recruitment and Selection in an Internet Context
Kimberly M. Lukaszewski, David N. Dickter, Brian
D. Lyons, and Jerard F. Kehoe
Editors’ Note
Chapter Objectives
HRIS in Action
Introduction
Recruitment and Technology
The Impact of Online Recruitment on Recruitment
Objectives
Attributes of the Recruiting Web Site
Recruitment Strategies and Social Networking
The Relationship of e-Recruiting and HRIS

Online Recruitment Guidelines
Selection and Technology
What Are Selection Tests and Assessments, and
Why Are They Used?
Why Is Assessment Important for HRIS?
Technology Issues in Selection
Applying HRIS to Selection and Assessment
Demonstrating the HRM’s Value With HRIS
Selection Applications
Summary
Key Terms
Case Study
Case Supplemental Material
References
13. Training and Development: Issues and Human
Resource Information Systems Applications

Ralf Burbach
Editors’ Note
Chapter Objectives
HRIS in Action
Introduction
Training and Development: Strategic Implications and
Learning Organizations
Systems Model of Training and Development
Training Metrics and Cost-Benefit Analysis
HRIS Applications in Training
HRIS/Learning Applications: Learning Management
Systems
HRIS T&D Applications: Implementation Issues
Summary
Key Terms
Case Study
Practical Exercise

Notes
References
14. Performance Management, Compensation, Benefits,
Payroll, and the Human Resource
Information System
Charles H. Fay and Renato E. Nardoni
Editors’ Note
Chapter Objectives
HRIS in Action
Introduction
The Meaning of Work
Performance Management
Overview
Typical Data Inputs
Typical Reports
Data Outflows
Decision Support
Compensation

Overview
Typical Data Inputs
Typical Reports
Data Outflows
Decision Support
Benefits
Overview
Typical Data Inputs
Typical Reports
Data Outflows
Decision Support
Payroll
Overview
Typical Data Inputs
Typical Reports
Data Outflows
Decision Support
Summary

Key Terms
Case Study: Grandview Global Financial Services,
Inc.
References
15. Human Resource Information Systems and
International Human Resource Management
Michael J. Kavanagh and John W. Michel
Editors’ Note
Chapter Objectives
HRIS in Action
Introduction: Increasing Importance of International
Human Resource Management (IHRM)
Types of International Business Operations
Going Global
Differences in HRM in MNEs
Managing Different Types of Employees in MNEs
HR Programs in Global Organizations

International Staffing
Selecting Global Managers: Managing Expatriates
Training and Development of Expatriates
Performance Appraisal in MNEs
Managing International Compensation
HRIS Applications in IHRM
Introduction
Organizational Structure for Effectiveness
IHRM-HRIS Administrative Issues
HRIS Applications in MNEs
Summary
Key Terms
Case Study
Notes
References

PART IV: SPECIAL TOPICS IN HUMAN RESOURCE
INFORMATION SYSTEMS
16. HRIS Privacy and Security
Humayun Zafar and Dianna L. Stone
Editors’ Note
Chapter Objectives
HRIS in Action
Introduction
Employee Privacy
Unauthorized Access to Information
Unauthorized Disclosure of Information
Data Accuracy Problems
Stigmatization Problems
Use of Data in Social Network Websites
Lack of Privacy ProtectionPolicies
Components of Information Security
BriefEvolution of Security Models
Security Threats
Information Policy and Management

Fair Information Management Policies
Effective Information Security Policies
Summary
Key Terms
Case Study: Practical Applications of an Information
Privacy Plan
Scenario 1
Scenario 2
Scenario 3
References
17. The Future of Human Resource Information
Systems: Emerging Trends in HRM and IT
Richard D. Johnson and Michael J. Kavanagh
Editors’ Note
Chapter Objectives
Introduction

Future Trends in HRM
Health Care Questions
Business Intelligence
Demographic Workforce Changes
Growing Complexity of Legal Compliance
Virtualization of Work
Future Trends in HRIS
Bring YourOwn Device
Software as a Service (SaaS) and the Cloud
Web 2.0
Social Networking
EnterprisePortals
Open-Source Software
An Evolving Industry
Evolving HRIS Technology Strategy
HRIS Moves to Small Businesses
Future Trends in Workforce Technologies
Summary

Key Terms
Notes
References
Appendix: Additional Resources
Internet Resources
Additional Readings
Glossary
Author Index
Subject Index
About the Editors
About the Contributors

PREFACE
This third edition of Human Resource Information
Systems: Basics, Applications, and Future
Directions is written with two goals in mind.
First, we wish to continue to improve the
content and the
usefulness of the content for faculty and
students. Second, technology and human
resource management
(HRM) are continually evolving so the book must
continue to evolve along with thesechanges.
Although
therehave been several books on HRIS published,
most authors have focused only on one aspect or
dimensionof the HRIS field, for example, on e-
HR, Web-based HR, or HRIS in a global
context.
The growing importance of HRIS is evidenced by
the recognition of human resource management
(HRM)
practitioners, academics, and managers that information
technology (IT) has become a critical aspect
of
developing and using HRM programs to better
manage the human capital of an
organization. Thus, a
comprehensive education in the HRM field requires
the knowledge and skills for developing,
implementing, and maintaining a human resource
information system. Despite this recognition, it
has been

personally frustrating for the editors and chapter
authors to have to use several books and
readings in
teaching an HRIS course, because therewas not a
current or comprehensive textbook for the
academic
market. Many of the books in the area are
now over 10 years old, and do not reflect
the current state of
either human resources or HRIS. As a result,
faculty have had to rely on readings, parts of
HRM and IT
textbooks, and have had to develop much of
their classroom materials on their own to cover
the entire
field of HRIS in their courses. After the first
edition was published, we received very
complimentary
comments from faculty who used the book as well as
informal communications with faculty in the
HRIS
field. As noted, this third edition of Human
Resource Information Systems: Basics,
Applications, and
Future Directions is written with two goals in
mind. First, we wish to continue to
improve the content
and the usefulness of the book for faculty and
students. Thus, theseare the reasons why we
published the
previous editions of this book, and remain the
primary reasons for the publication of this
third edition.
In the preface to the first edition of this book,
we note that Kavanagh et al. (1990) stated

that “among the
most significant changes in the field of human
resources management in the past decade has
been the use
of computersto develop what have become known as
human resource information systems (HRIS)” (p.
v). We also argued that the introduction of
computersand IS/IT concepts to the field of
HRM during the
1980s and early1990s was a revolutionary change.
That is, HRM paper systems in file
cabinets were
being replaced by the use of mainframes, PCs,
and HRM software to computerize the HRM
systems. To
keep up with thesetechnological changes in the HRM
function, companies were forced to adapt,
even
though it was quiteexpensive, in order to
remain competitive in their markets. However, it
is our
contention that advances in HR and IT as well as
HRIS sincethe early1990s have been
evolutionary, that
is, therehave been constant improvements in the HRIS
field in the last 20–25 years. From stand-
alone
applications on a PC, the field of HRIS now
has seen the implementation of enterprise
resource planning
(ERP) configurations in HRM with extensive use of
manager and employee self-portals. Today’s systems
are oftenweb-based and connect extensively with
social networking sites. Additionally,
international
firms have begun to use the power of an

HRIS to expand their businesses because of
the speed and
accuracy of an HRIS.
Along with thesechanges in technology a
revolutionhas come to the practice of human
resources. The HR
department in adopting this new technology has
become a more important resource in the
management of
organizations. The changed role of HRM has evolved
to the pointthat HRM managers and
professionals
are now seen as strategic partners, and sophistication in
the use of computer technology to improve
the
delivery of HR programs and activities to management
has grown immensely. Mostcritically, these
changes have meant that therehave been significant
advances in the use of people resources in
managerial
decisions. These advances are due to the fact that
people resources can be accessed more rapidly
now
than in 1990, and with a higher degree of
accuracy. This marriage of HR with IT/IS in
the development
and improvement of an HRIS has increased the
ability of management to use people
knowledge to make
better decisions on the human capital of their
firms to gain a competitive advantage in
the marketplace.

What thesechanges mean for the new learner
with a background in HRM or IT, who is
trying to
understand the HRIS field, is that it is
not sufficient to begin one’s study with
the improved products and
processes that have occurred recently. For example, it
would not be wise or fruitful to begin
one’s study
of the HRIS field with a focus on new
technologies such as service-oriented architecture
(SOA),
enterprise portals, N-tier architectures, cloud
computing, or the use of Web 2.0 in HRM.
This would be
like starting with Chapter 17 of this book and then
proceeding backward through the book.
Unfortunately,
many people do, in fact, focus on learning
the technological advances in HRIS without
understanding the
basics first. Instead, to best understand how to
effectively implement and use an HRIS, it
is important to
understand the evolutional changes to technology
and how thesechanges have transformed HR
practices
(e.g. how HRM moved from using paper records
in file cabinets to the computerization of
the HR
function). Only after understanding thesechanges will the
learner be able to effectively understand
how
advances in technology can help their organization
manage their HR function more effectively.

New Aspects of the Third Edition
First, two chapters (4 and 16) have been completely
rewritten by new authors, both of whom have
extensive knowledge obtained by teaching, researching,
and practicing in the field of HRIS. In
addition to
adding new authors, Sage asked several faculty
members who had adopted and used the previous
edition
to provide evaluations of the entire book as
well as of each chapter. Their recommendations
were very
useful and led us to make a number of
changes.
In terms of the content of this third edition,
thereare now four main parts of the book. Some
chapters from
the previous edition were moved and others
replaced to meet the subject content of one of
the four parts.
For example, Chapter 8 was moved to become
Chapter 6 because it fit better with the
first five chapters
than it did with Chapters 7, 8, and 9. The
decision to create four new parts was based on
feedback from
the anonymous faculty reviewers as well as on
our personal judgment that one of the major
uses of an
HRIS was to focus better on providing
accurate and timely information for managerial
decisions, both
strategic and operational. Each part now focuses on
one specific part of HRIS. As a result,

the four parts
of the book are now: Part I, Introduction to Human
Resource Information Systems (HRIS): A
Systems
Perspective, which includes Chapters 1–6; Part II,
HRIS Effectiveness Measures and HRM Advice
for
HRIS Implementation, which contains Chapter 7,
8, and 9; Part III: Human Resource Information
Systems
Applications, which consists of Chapters 10–15;
and Part IV: Special Topics in Human
Resource
Information Systems, which consists of Chapters 16
and 17.
In addition to creating a four-part book, we
made major revisions to Chapters 4, 7, 8,
11, 16, and 17.
Again theserevisions were based on feedback from
the anonymous reviewers of the previous edition,
which consisted of faculty teaching an HRIS
course. These changes represent more general
revisions
throughout the third edition; that is, we updated
the chapters so they present a survey of
current knowledge
and practice in IT, HRM, and HRIS. We
retained our feature, “HRIS in Action,” which
faculty indicated
their students enjoyed. Again based on positive
feedback from faculty, new figures and tables
were added

to almost every chapter. We believe that a
picture combined with text content improves the
teaching and
learning process. Many of the new figures are
screenshots from a variety of HRIS
software packages
currently in use.
New cases were added to a number of the
chapters, and we significantly expanded the chapter
discussion
questions. We did thesethings to improve the text as
a learning and teaching tool—we wanted the
text and
each chapter within it to present a complete
learning experience. Thus, we also continued
the consistent
structure across all chapters that was introduced in
the previous edition. Chapters contain, in the
following order: (1) an editors’ note, (2) chapter
objectives, (3) chapter content, (4) chapter
summary, (5)
a list of key terms, (6) chapter discussion
questions, and (7) a case with student discussion
questions.
This internal consistency for each chapter was
established by emphasizing the same chapter
learning
points for the chapter objectives, chapter
summary, key terms, and chapter discussion
questions. We felt
that this within-chapter consistency would aid the
learning process of the students and aid the
faculty in
identifying the important content of each chapter.
For the student, the key terms are a guide,

in the view of
the editors, to the important aspects of the
chapter, but they are not a glossary. Nor are all
the key terms
listed in the glossary in the appendix, which
has been expanded and improved to include
additional
technical terms. Likewise the websites and additional
readings in the appendix have been expanded
because of recent changes in the field. In
determining to make thesechanges in the
book, the coeditors
worked to make the third edition a textbook
they would personally be comfortable using
to teach their
HRIS courses.
Third Edition Summary
In summary, in this third edition, we have described
the major advances in the field of HRIS
and the
relation of HRIS to managerial decision making
while, at the same time,exploring the basic
concepts of
developing, implementing, and maintaining an HRIS.
The book represents the intersection of the best
thinking and concepts from the two fields of HRM
and IT. It was the earlyintersection of these
two fields
that changed the role of HR in organizations from
record keeper to strategic partner. After
introducing the
basicconcepts of an HRIS combined with new
approaches to the operation of HRM in
the organization,
we then proceed to the more advanced, and

evolutionary, technical changes. The basicphilosophy
of this
book is that the integration or harmonization of
technology with people management in an
HRIS will
create a distinct competitive advantage for
organizations. We hope that you, the reader, gain
this
understanding and that you enjoy this book.
Companion Website
A password-protected instructor resources site includes
PowerPoint presentations, test banks, detailed
lecture outlines, discussion questions, suggested course
projects, a variety of full-text SAGE journal
articles selected to support and enhance the content
of the book, and web resources. These
materials are
available at www.sagepub.com/kavanagh3e.
http://www.sagepub.com/kavanagh3e
Students can also log on to the companion site
and access the SAGE journal articles and
web resources at
www.sagepub.com/kavanagh3e.
…
Instructions - Read First
Instructions: The following worksheets describe two problems –
the first problem is for independent samples and the second
problem is for dependent samples. Your job is to demonstrate
the solution to each scenario by showing how to work through
each problem in detail. You are expected to explain all of the

steps in your own words.
Independent SamplesLow Lead LevelHigh Lead
Leveln178n22192.8886.9s115.34s28.99Critical Value:Test
Statistic:p-value:
1. Write the hypotheses in symbolic form, determine if the test
is right-tailed, left-tailed, or two tailed and explain why.
2. Calculate the critical value, the test statistic, and p-value.
Show calculations below.
3. Make a decision about the null hypothesis and explain your
reasoning, then make a conclusion about the claim in
nontechnical terms.
Independent Samples
A researcher conducted a test to learn the effect of lead levels
in human bodies. He collected the IQ scores for a random
sample of subjects with low lead levels in their blood and
another random sample of subjects with high lead levels in their
blood. The summary of finding is listed below. Use a 0.05
significance level to test the claim that the mean IQ score of
people with low lead levels is higher than the mean IQ score of
people with low lead levels.
We do not know the values of the population standard
deviations.

Dependent SamplesDays of
Release/BookPhoenixPrince144.258.2218.422.0325.826.8428.32
9.2523.021.8610.49.979.19.588.47.597.66.91010.29.3Critical
Value:Test Statistic:p-value:
4. Write the hypotheses in symbolic form, determine if the test
is right-tailed, left-tailed, or two tailed and explain why.
5. Calculate the critical value, the test statistic, and p-value.
Show calculations below.
6. Make a decision about the null hypothesis and explain your
reasoning, then make a conclusion about the claim in
nontechnical terms.
Dependent Samples
The Harry Potter books and movies made a lot of money. A fan
wanted to learn which of his favorite movies made more money.
He collected the amounts grossed in millions during the first
few days of releases of the movies Harry Potter and the Half-
Blood Prince and Harry Potter and the Order of the Phoenix.
Use a 0.05 significance level to test his claim that the Prince
movie did better at the box office.
Use the p-value method to determine whether or not to reject
the null hypothesis and state your conclusion.

Deliverable 5 - Hypothesis Tests for Two SamplesCompetencyForm.docx

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