Using remote labs to serve different teacher's needs a case study with VISIR and RemotElectLab

Remote Laboratories are an emergent technological and pedagogical tool at all education levels, and their widespread use is an important part of their own improvement and evolution. This paper describes several issues encountered on laboratorial classes, on higher education courses, when using remote laboratories based on PXI systems, either using the VISIR system or an alternate in-house solution. Three main issues are presented and explained, all reported by teachers that gave support to students use of remote laboratories. The first issue deals with the need to allow students to select the actual place where an ammeter is to be inserted on electric circuits, even incorrectly, therefore emulating real world difficulties. The second one deals with problems with timing when several measurements are required at short intervals, as in the discharge cycle of a capacitor. And the last issue deals with the use of a multimeter in DC mode when reading AC values, a use that collides with the lab settings. All scenarios are presented and discussed including the solution found for each case. The conclusion derived from the described work is that the remote laboratories area is an expanding field, where practical use leads to improvement and evolution of the available solutions, requiring a strict cooperation and information sharing between all actors, i.e. developers, teachers and students.

Determinant factors of turnover versus permanence of portuguese repatriates: an exploratory study

The study seeks to identify the determinant factors of the repatriate’s decision to remain or leave the company after repatriation, in a convenience sample of 40 Portuguese returnees working in companies based in Portugal. The main results were as follows: (1) there are seven factor categories: (a) salaries and benefits; (b) possibility of promotion, development, professional development; (c) organizational support (during and after the international mission) recognition of work; (d) economic and social atmosphere of the company, (e) good relationship with leadership; (f) convenience and/or personal / family well-being and; (g) external alternatives; (2) the main factors leading to permanence are (a) possibility of promotion, development and professional development and; (b) the existence of personal and family well-being / convenience; (3) the main factors leading to abandonment are (a) lack of organizational support and recognition of work performed; (b) lack of possibility of promotion, development and professional development and; (c) lack of personal / family well-being / convenience. Globally, the study suggests that the factors leading to permanence are very similar to those that lead to abandonment, although in reverse.