902 resultados para Human Resources Development


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Biochemical maturation of the brain can be studied noninvasively by (1)H magnetic resonance spectroscopy (MRS) in human infants. Detailed time courses of cerebral tissue contents are known for the most abundant metabolites only, and whether or not premature birth affects biochemical maturation of the brain is disputed. Hence, the last trimester of gestation was observed in infants born prematurely, and their cerebral metabolite contents at birth and at expected term were compared with those of fullterm infants. Successful quantitative short-TE (1)H MRS was performed in three cerebral locations in 21 infants in 28 sessions (gestational age 32-43 weeks). The spectra were analyzed with linear combination model fitting, considerably extending the range of observable metabolites to include acetate, alanine, aspartate, cholines, creatines, gamma-aminobutyrate, glucose, glutamine, glutamate, glutathione, glycine, lactate, myo-inositol, macromolecular contributions, N-acetylaspartate, N-acetylaspartylglutamate, o-phosphoethanolamine, scyllo-inositol, taurine, and threonine. Significant effects of age and location were found for many metabolites, including the previously observed neuronal maturation reflected by an increase in N-acetylaspartate. Absolute brain metabolite content in premature infants at term was not considerably different from that in fullterm infants, indicating that prematurity did not affect biochemical brain maturation substantially in the studied population, which did not include infants of extremely low birthweight.

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Corporate Social Responsibility (CSR) strategies have a strong link with human resources policies. Not only because employees are one of the main stakeholders and because leaders’ style is directly related to the deployment of the strategy, but also, and with a growing importance, because a company culture aligned with CSR values could be a key competitive factor. The relationships among CSR values, employees’ commitment and productivity is one of the research lines of the GIOS (Grupo de Investigación de Organizaciones Sostenibles, Sustainable Organizations Research Group). Employees’ commitment management is one of the main challenges managers face, particularly in companies with a high proportion of knowledge workers. Many pieces of research indicate the direct relationship between employees’ commitment and company success. In this paper the results of a case study in REE (Red Eléctrica de España) identify some key variables to demonstrate that relationship. Based on commitment construct with the duality of emotional and rational commitment, and on the REE employee satisfaction survey, a direct relationship with organizational citizenship behaviour (OCB) variables appears. These OCB variables are an intermediate step with CSR values.From the results analysis of this survey a direct linear relationship can be seen between commitment and organizational citizenship behaviours. The relationships among emotional and rational commitment and OCB are examined separately with the conclusion being reached that there is a strong correlation in both cases. Moreover, the correlation between emotional commitment and OCB is somewhat stronger than that existing between rational commitment and OCB. it can also be seen how emotional commitment increases more strongly than rational commitment as organizational citizenship behaviours are gradually incorporated.

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HLA-G is a nonclassical class I major histocompatibility complex molecule with a restricted pattern of expression that includes the placental extravillus cytotrophoblast cells in direct contact with maternal tissues. Circumstantial evidence suggests that HLA-G may play a role in protection of the semiallogeneic human fetus. We examined whether HLA-G is expressed during the critical period of preimplantation human development and whether expression of this molecule could be correlated with the cleavage rate of embryos. Using reverse transcription PCR on surplus human embryos and unfertilized oocytes from patients undergoing in vitro fertilization we detected HLA-G heavy chain mRNA in 40% of 148 of blastocysts tested. The presence of HLA-G mRNA was also detected in unfertilized oocytes and in early embryos, but not in control cumulus oophorus cells. beta 2-Microglobulin mRNA was also found in those embryos expressing HLA-G. In concordance with our mRNA data, a similar proportion of embryos stained positive for HLA-G utilizing a specific monoclonal antibody. Interestingly, expression of HLA-G mRNA was associated with an increased cleavage rate, as compared to embryos lacking HLA-G transcript. Thus, HLA-G could be a functional homologue of the mouse Qa-2 antigen, which has been implicated in differences in the rate of preimplantation embryo development. To our knowledge, the presence of HLA-G mRNA and protein in human preimplantation embryos and oocytes has not been reported previously. The correlation of HLA-G mRNA expression with cleavage rate suggests that this molecule may play an important role in human pre-embryo development.

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Technology helps the Human Resources (HR) department drive for strategic relevance. These two departments are successfully collaborating on major projects in such business-critical areas as e-recruiting, self-service, training, compensation and talent management. Technology is critical in helping increase efficiency, increase attraction and retention, reduce administration and cut costs. In recent years, HR information systems (HRIS) have become more important than ever, this time as an essential part of a company's information security and knowledge fields. Ill-suited benefits and disorganized resources are history; now is the time for customized, dynamic plans and connected systems. Employees will appreciate the HRIS, business will benefit from the HRIS and the HR department will no longer have to be the ugly duckling of the company.

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Successful HR departments should support key business objectives by establishing metrics that determine the effectiveness of their processes. Functions such as recruiting, benefits, and training are processes that should have metrics. Understanding who measures what, when, and how often is the first step in measuring how much it costs to run HR. The next step is determining which processes are most critical, and then determining the metrics that fit the business needs. Slight adjustments will need to be made as business needs change, but the process for measuring outcomes should not change. This paper will focus on multinational corporations that employ at least ten thousand employees and have a ratio of one HR professional to every hundred fulltime equivalents (FTEs).

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Mode of access: Internet.

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Mode of access: Internet.