Probing eV-scale axions with CAST

We have searched for solar axions or other pseudoscalar particles that couple to two photons by using the CERN Axion Solar Telescope (CAST) setup. Whereas we previously have reported results from CAST with evacuated magnet bores (Phase I), setting limits on lower mass axions, here we report results from CAST where the magnet bores were filled with \hefour gas (Phase II) of variable pressure. The introduction of gas generated a refractive photon mass $m_\gamma$, thereby achieving the maximum possible conversion rate for those axion masses \ma that match $m_\gamma$. With 160 different pressure settings we have scanned \ma up to about 0.4 eV, taking approximately 2 h of data for each setting. From the absence of excess X-rays when the magnet was pointing to the Sun, we set a typical upper limit on the axion-photon coupling of \gag\lesssim 2.17\times 10^{-10} {\rm GeV}^{-1} at 95% CL for \ma \lesssim 0.4 eV, the exact result depending on the pressure setting. The excluded parameter range covers realistic axion models with a Peccei-Quinn scale in the neighborhood of $f_{\rm a}\sim10^{7}$ GeV. Currently in the second part of CAST Phase II, we are searching for axions with masses up to about 1.2 eV using \hethree as a buffer gas.Comment: 18 pages, 7 figures. Revised version of the paper after referee's comments. Main changes on the gas sectio

Evaluating human capital: An exploratory study of management practice.

The definitive version is available at www.blackwell-synergy.comThe article explores the development of systems of human capital evaluation in a number of large UK firms. Human capital is a much used term in business literature, and it is widely recognised that firms need to develop mechanisms to determine the value of their employee base. An extensive human capital literature has developed in which the authors propose elaborate systems for measuring a firm's human assets. This article does not seek to offer yet another human capital model. Rather, the aim is to examine the management practices through which human capital evaluation is undertaken. The article is based on an exploratory study of such practices in 11 major firms in the UK. The findings are highlighted as follows. First, we note the preference for internal over external (static accountancy-based) reporting. Secondly, we highlight the diverse nature of human capital evaluation systems that exist across UK business. Thirdly, we explore the relationship between practices of evaluation and the role and position of the HR function within the firm. Finally, in conclusion, we address the implications of the human capital perspective for practitioners, arguing that there is no single formula that can be applied to its evaluation. We go on to suggest that the importance of the human capital concept and its measurement may lie in its ability to re-frame perceptions of the relationship between the contribution of employees and the competitive performance of the business.Juanita Elias and Harry Scarbroug

Enabling organizational cultural change using systemic strategic human resource management – a longitudinal case study

Researchers report that successful cultural change in an organization is difficult to achieve. This research contends that it is more likely to be successful when a systemic approach to strategic human resource management (SHRM) is used to facilitate the change. The contention was tested in an action research case study and longitudinal assessment of change in a large Australian public sector agency. A clear finding from this research is that the cultural change had been sustained through the systemic application of SHRM.<br /