Using a comparative approach to investigate the relationship between landscape and genetic connectivity among woodland salamander population

For many amphibian species, reduced landscape connectivity results in reduced genetic connectivity among populations. However, large efective population sizes (Ne) slow the rate of genetic drift, causing subdivided populations to remain genetically similar despite little gene fow among them. Therefore, it is important to address the combined efects of Ne and matrix permeability to quantify the relative importance of gene fow and genetic drift on isolated amphibian populations. We applied a landscape genetic approach to investigate how patterns of gene fow (m), Ne (inferred via θ) and genetic difer- entiation difer among Eastern Red-backed Salamander (Plethodon cinereus) populations in a fragmented landscape (n=4) compared to a continuous forest (n=4). We assayed a panel of 10 microsatellite markers for population genetic analyses. Additionally, we constructed and validated a distribution model to generate resistance surfaces for examining the relation- ship between landscape connectivity, m, θ, and genetic diferentiation (FST) using maximum-likelihood population-efects models (MLPE). Populations in continuous habitat were undiferentiated, whereas fragmented populations exhibited genetic structure driven by a single population. Results of the MLPE models in the fragmented landscape revealed spatial variation in θ as the best predictor of pairwise FST, followed by estimates of m, suggesting migration-drift interactions have a stronger infuence on genetic diferentiation than matrix permeability. Moreover, model coefcients for landscape resistance were comparable between landscapes. Overall, our results provide insight as to how the interaction of gene fow and genetic drift shapes population structure for a dispersal-limited species within a predominately anthropogenic landscape

Brownian bridges to submanifolds

We introduce and study Brownian bridges to submanifolds. Our method involves proving a general formula for the integral over a submanifold of the minimal heat kernel on a complete Riemannian manifold. We use the formula to derive lower bounds, an asymptotic relation and derivative estimates. We also see a connection to hypersurface local time. This work is motivated by the desire to extend the analysis of path and loop spaces to measures on paths which terminate on a submanifold

Effective mobilities in pseudomorphic Si/SiGe/Si p-channel metal-oxide-semiconductor field-effect transistors with thin silicon capping layers

The room-temperature effective mobilities of pseudomorphic Si/Si0.64Ge0.36/Si p-metal-oxidesemiconductor field effect transistors are reported. The peak mobility in the buried SiGe channel increases with silicon cap thickness. It is argued that SiO2/Si interface roughness is a major source of scattering in these devices, which is attenuated for thicker silicon caps. It is also suggested that segregated Ge in the silicon cap interferes with the oxidation process, leading to increased SiO2/Si interface roughness in the case of thin silicon caps

Factors influencing students’ receptivity to formative feedback emerging from different assessment cultures

Introduction Feedback after assessment is essential to support the development of optimal performance, but often fails to reach its potential. Although different assessment cultures have been proposed, the impact of these cultures on students’ receptivity to feedback is unclear. This study aimed to explore factors which aid or hinder receptivity to feedback. Methods Using a constructivist grounded theory approach, the authors conducted six focus groups in three medical schools, in three separate countries, with different institutional approaches to assessment, ranging from a traditional summative assessment structure to a fully implemented programmatic assessment system. The authors analyzed data iteratively, then identified and clarified key themes. Results Helpful and counterproductive elements were identified within each school’s assessment system. Four principal themes emerged. Receptivity to feedback was enhanced by assessment cultures which promoted students’ agency, by the provision of authentic and relevant assessment, and by appropriate scaffolding to aid the interpretation of feedback. Provision of grades and comparative ranking provided a helpful external reference but appeared to hinder the promotion of excellence. Conclusions This study has identified important factors emerging from different assessment cultures which, if addressed by programme designers, could enhance the learning potential of feedback following assessments. Students should be enabled to have greater control over assessment and feedback processes, which should be as authentic as possible. Effective long-term mentoring facilitates this process. The trend of curriculum change towards constructivism should now be mirrored in the assessment processes in order to enhance receptivity to feedback

'All for one and one for all': line managers might be the catalyst but 'everyone's responsible' for employee engagement

Issues of employee engagement have traditionally landed at the door of HR, tasked with undertaking annual employee engagement surveys and responding with initiatives devolved to line managers. However, recent research conducted on behalf of Engage for Success has highlighted that engagement is everyone's responsibility. Improving levels of engagement requires a series of roles fulfilled by all stakeholders in the organisation: from senior management to front-line staff. Employee engagement is a two-way process and is not something that HR, or line managers, can change in isolation. To coin a well-known phrase, when it comes to employee engagement, it is 'all for one and one for all'

Case study report: exploring employee engagement in the police force. Anonymised report

Employee engagement is one of the most significant concepts in the management field (Crawford et al 2014; Fletcher et al 2018). Its importance was emphasised in the MacLeod Review (2009) and lead to the voluntary movement, Engage for Success. Tasked by the UK Government to start conversations on issues of employee engagement, the movement focuses on developing our knowledge of engagement through topic specific groups, and our understanding of engagement through regional and national events. In 2016, Engage for Success launched the Line Manager Thought and Action Group (TAG) with the aim of conducting case study research around the role of line managers in developing and sustaining employee engagement initiatives. The following report focuses on research conducted at PFX using semi-structured interviews and focus groups with participants from senior management to front line officers. Participation in the research was voluntary and confidentiality was ensured. As a result, quotes used in this report have been anonymised. Findings are structured around the four enablers to employee engagement highlighted in the MacLeod Review, specifically strategic narrative, engaging manager, employee voice, and organisational integrity. A persistent theme across interviews and focus groups was the need for a collaborative and consistent strategic narrative on employee engagement. As a concept, it is currently considered as a transactional process, or ‘add on’, and is not integrated as a key focus across the organisation. Instead, there is an apparent ‘them and us’ culture, with a strong divide between front line officers and senior management. In addition, there is a lack of training and support on issues of engagement and leadership. Coupled with issues of miscommunication and a lack of employee voice, a negative impact on organisational integrity and trust is apparent. Our research all case study organisations has highlighted that engagement is everyone’s responsibility. Improving levels of engagement requires a series of roles fulfilled by all stakeholders in the organisation: from senior management to front-line staff. Employee engagement is a two-way process and is not something that HR, or line managers, can change in isolation. It needs a strong, consistent and collaborative strategic narrative, engaging managers that have the necessary skills and training, and an employee voice that is heard and enacted upon. Although there are several areas that are contributing to a negative staff experience, there is a strong sense of purpose throughout the organisation at all levels that is commendable