Shuttle Experimental Radar for Geological Exploration (SERGE); antenna and integration concept definition study

The baseline configuration defined has the SERGE antenna panel array mounted on the OFT-2 pallet sufficiently high in the bay that negligible amounts of radiation from the beam are reflected from orbiter surfaces into the shuttle payload bay. The array is symmetrically mounted to the pallet along the array long dimension with the pallet at the center. It utilizes a graphite epoxy trusswork support structure. The antenna panels are of SEASAT engineering model design and construction. The antenna array has 7 panels and a 7-way naturally tapered coax corporate feed system. The performance of the system is predicted to exceed 33 db gain, have -15 db sidelobes in the E-plane and even lower in the H-plane, and have and E-plane beamwidth less than 2.2 deg, all within performance specification. The primary support structure is predicted to exceed the specified greater than 25 hertz fundamental frequency, although individual panels will have hertz fundamental frequency

Definition study of the Shuttle Imaging Radar-A (SIR-A) antenna on the second space shuttle mission (OFT-2)

A definition is derived for an antenna configuration fixed-mounted high in the payload bay on the hybrid OFT-2 pallet which is compatible with Orbiter interface requirements. Tests showed that the combination of the selected panels and the designed corporate feed meets SIR-A performance requirement of 33 db gain. The effects of Orbiter structure proximity on performance were determined by scale model tests to be negligible. The potential for improved performance during subsequent reflights includes a multiple-beam capability and dual polarization

Pygmalion in the pipeline: How managers' perceptions influence racial differences in turnover

High rates of turnover among racial minority employees have largely been explained by the adage that dissimilarity breeds discontent. An unexplored, but potentially powerful driver of turnover, may emerge as a result of supervisors' and employees' own beliefs about minority employees' abilities. We rely on predictions from research on Pygmalion effects to examine how external, leader biases can elicit subsequent differences in employees' internal cognitions, which then impact turnover decisions. Utilizing a survey study of 228 employers and employees across four time points, we found support for the notion that leaders view racial minority new hires as having less efficacy than their White counterparts, and that these biases, when combined with less satisfactory supervision, lead minorities to have decreased self-efficacy, subsequently causing them to perceive a less viable future in that company and voluntarily turn over