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Solvent Effects on Acid Dissociation Constants Table 3.4 shows the pKa values of various acids in some popular organic solvents and in water [6] 2). Solvent effects on pKa values are significant. For example, the pKa of acetic acid is 4.76 in water, 12.6 in DMSO, and 22.3 in AN. The solvent effects can be predicted by using the transfer activity coefficients for the species participating in the dissociation equilibrium (Section 2.3). The relation between the pKa values of acid HA in solvents R (water in this case) and S is given by Eq. (2.7):

In these circumstances, the distance between two cases ep and eq can be computed by v uX u n 2 2 t wj rj epj ; eqj

HRIS/Technology 12. Reconsider self-service HR applications. As more people use these, they become more efficient and available for smaller organizations to consider. Trimming HR time for simple employee functions such as address changes and checking on health plan options can add up. 13. Put the heat on vendors. Competitive bidding will probably result in substantial cost savings for your organization. This applies not just for software purchases, but also for vendors that supply services such as payroll, benefits administration, and 401(k) recordkeeping. 14. Seek out integrated software solutions. This involves some detective work to verify the vendors assertions that the new addition will work with other software. Make sure customer service is there to smooth the inevitable bumps in the integration process. It is worth the extra effort to have software and systems that work together.

0.3 0 0.2 0.1 0.0 0.0 0.2 0.4 1

vorably on employers who promptly and effectively investigate complaints. Instruct supervisors and managers that all complaints must be brought to the attention of an HR manager or legal counsel. Attach disciplinary consequences to a failure to report. Have you educated your employees Train all nonsupervisory employees regarding discrimination, harassment, and retaliation, including your company policy and complaint procedure. Key point: Employee training enhances your position that you have made a good-faith effort to avoid discrimination in the workplace. It can also assist an employer in demonstrating that a plaintiff failed to take advantage of the employer s harassment complaint procedures. Do you tell new employees about the policies Distribute your policy to all new employees and inform them of the company policy. Key point: This procedure ensures that employees are aware of the policies and may strengthen your claim that you made a good-faith effort to prevent violations of the law. Have you documented your efforts Documenting your good-faith efforts to prevent violations will eliminate any disputes about the extent of your antidiscrimination efforts. Keep a complete record of prevention programs, publications, training, complaints, investigations, and actions taken. Also, if appropriate, note any failure by an employee to take advantage of your procedures. Have you done an EEO trend analysis Review your EEO-1 reports for the last five years. Also review your company s history of EEO charges to determine trends or similarities. Have you reviewed all exit interview forms Exit interviews can tell you employees perceptions of supervisors and company decisions. Cross-reference possible opposing witnesses in lawsuits with exit interview forms. Have you obtained releases Employers can attempt to limit their liability by offering enhanced severance packages in exchange for a general release

Ibid. Ubiquitous Computing, Xerox Palo Alto Research Center Sandbox Server. http:// sandbox.xerox.com/ubicomp/.

Case 7 4 Nick Greene, a member of the school s winning football team, made an appointment with the school psychologist, Sam Foster. He confided that he had been taking supervitamins to build up his muscles over the past year. A fellow high school student bought the vitamins at a local health club and sold them in the locker room to football team members. Nick had seen some TV news stories about steroids, and he thinks maybe the supervitamins have some of that in it. He was worried because he also heard that steroids could make a guy act queer, and he wanted to know if that could happen to him.

10.4 ALGORITHMIC MECHANISM DESIGN Mechanism design is a sub eld of game theory and microeconomics, which, generally speaking, deals with the design of protocols for rational agents. In most simple words, a mechanism design problem can be described as the task of selecting from a collection of (feasible) games, a game that will yield desirable results for the designer. Speci cally, the theory of mechanism design has focused on problems where the goal is to satisfactorily aggregate privately known preferences of several agents toward a social choice. Intuitively, a mechanism design problem has two components:

It replaces calls to xed numbers by calls to exible names . It treats calls in two parts, in particular, a caller can be connected to an intermediate platform such as an intelligent peripheral. It allows exible con guration of the network, to deliver a range of customised services.

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