Implementation of Diversity Management Programs in Public Organizations: Lessons from Policy Implementation Research

The U.S. workforce is becoming more diverse, particularly in the public sector. As a result, a number of public-sector employers have initiated diversity management programs aimed to assist different types of employees in their needs at work. While much of the public administration literature has focused on these programs and what makes them work, it has largely ignored a cognate area of study that has much to say about the success of such programs: the policy implementation literature. This paper uses policy implementation research to develop five guidelines for public managers who wish to develop a successful diversity management initiative. Working Paper 06-1

Representative Bureaucracy, Ethnicity, and Public Schools: Examining the Link Between Representation and Performance

Demographic changes in the United States have led to challenges for public organizations that are tasked to serve shifting target populations. Many arguments exist for including greater numbers of ethnic minorities among an organization's personnel, under the guise that greater ethnic representation will result in greater competitiveness in the market or effectiveness in governance. This paper tests this proposition empirically, using data from the public education policy setting. Results show that representativeness along ethnic lines leads to gains for the organization as a whole, but some segments of the target population appear to respond more positively to representativeness than others. Working Paper 06-1

Improved molecular sorbent trap for high-vacuum systems

Closed cycle refrigeration loop in which trays holding molecular sorbent are made to serve as cooling baffles improves the performance of high vacuum systems. High performance is obtained with almost no decrease in pumping speed

Null Cones in Lorentz-Covariant General Relativity

The oft-neglected issue of the causal structure in the flat spacetime approach to Einstein's theory of gravity is considered. Consistency requires that the flat metric's null cone be respected, but this does not happen automatically. After reviewing the history of this problem, we introduce a generalized eigenvector formalism to give a kinematic description of the relation between the two null cones, based on the Segre' classification of symmetric rank 2 tensors with respect to a Lorentzian metric. Then we propose a method to enforce special relativistic causality by using the naive gauge freedom to restrict the configuration space suitably. A set of new variables just covers this smaller configuration space and respects the flat metric's null cone automatically. In this smaller space, gauge transformations do not form a group, but only a groupoid. Respecting the flat metric's null cone ensures that the spacetime is globally hyperbolic, indicating that the Hawking black hole information loss paradox does not arise.Comment: groupoid nature of gauge transformations explained; shortened, new references, 102 page

Null Cones and Einstein's Equations in Minkowski Spacetime

If Einstein's equations are to describe a field theory of gravity in Minkowski spacetime, then causality requires that the effective curved metric must respect the flat background metric's null cone. The kinematical problem is solved using a generalized eigenvector formalism based on the Segr\'{e} classification of symmetric rank 2 tensors with respect to a Lorentzian metric. Securing the correct relationship between the two null cones dynamically plausibly is achieved using the naive gauge freedom. New variables tied to the generalized eigenvector formalism reduce the configuration space to the causality-respecting part. In this smaller space, gauge transformations do not form a group, but only a groupoid. The flat metric removes the difficulty of defining equal-time commutation relations in quantum gravity and guarantees global hyperbolicity

Representation of Lesbian and Gay Men in Federal, State, and Local Bureaucracies

Americans increasingly view lesbians and gay men as a legitimate minority, entitled to equal employment opportunities and perhaps to adequate representation in government. Scholars of public administration have extensively studied whether women and racial minorities receive fair representation and pay in the public sector, but we have generally ignored lesbians and gay men, largely because we lack data on the sexual orientation of government employees. Using a 5 percent sample of the 2000 Census, this paper provides new insights into one group of lesbian and gay employees: full-time workers with same-sex unmarried partners. It first determines whether they are as likely to hold jobs in the public and nonprofit sectors as workers who are married, have different-sex unmarried partners, or have never been married. Second, it explores whether lesbians' and gay men's representation is concentrated in particular occupations. It then examines whether workers with same-sex partners earn as much as other workers, and whether any disparities can be explained by race, gender, education, age, occupation, and location. Working Paper 08-2

Ethnic Diversity and Organizational Performance: Assessing Diversity Effects at the Managerial and Street Levels

As the public sector workforce becomes more ethnically diverse and as government agencies make attempts to "manage" that diversity, the importance of understanding how diversity affects workplace interactions and work-related outcomes increases. Little public sector research has examined the impact of diversity on performance outcomes. This paper seeks to fill this gap by studying the effects of the ethnic diversity of managers and street level bureaucrats on work-related outcomes. We use basic in-group/out-group theories from psychology to form hypotheses relating diversity to performance. The results of diversity research using social identification and categorization theory and similarity/attraction theory led us to form the hypothesis that greater levels of ethnic diversity among public managers and street-level bureaucrats will lead to lower organizational performance, when the task requires significant coordination and collaboration. Diversity research that uses the information and decision-making theory, while scant, led us to form a second hypothesis that greater levels of ethnic diversity among public managers and street-level bureaucrats will lead to higher organizational performance, when the task does not require significant coordination and collaboration. Our results were mixed. We found support for the first hypothesis with respect to street-level bureaucrats but not for managers. The results did not support our second hypothesis -- we actually found an opposite relationship for street-level bureaucrats from what we expected. Overall, the results support previous research that suggests that increased levels of ethnic diversity can lead to process-oriented difficulties in the workplace and negatively affect workrelated outcomes. Working Paper 06-3

Two force component measuring device Patent

Development of two force component measuring devic