Interleukin-13 Genetic Variants, Household Carpet Use and Childhood Asthma

10.1371/journal.pone.0051970PLoS ONE81

Pharmacogenomic associations of adverse drug reactions in asthma: systematic review and research prioritisation

A systematic review of pharmacogenomic studies capturing adverse drug reactions (ADRs) related to asthma medications was undertaken, and a survey of Pharmacogenomics in Childhood Asthma (PiCA) consortia members was conducted. Studies were eligible if genetic polymorphisms were compared with suspected ADR(s) in a patient with asthma, as either a primary or secondary outcome. Five studies met the inclusion criteria. The ADRs and polymorphisms identified were change in lung function tests (rs1042713), adrenal suppression (rs591118), and decreased bone mineral density (rs6461639) and accretion (rs9896933, rs2074439). Two of these polymorphisms were replicated within the paper, but none had external replication. Priorities from PiCA consortia members (representing 15 institution in eight countries) for future studies were tachycardia (SABA/LABA), adrenal suppression/crisis and growth suppression (corticosteroids), sleep/behaviour disturbances (leukotriene receptor antagonists), and nausea and vomiting (theophylline). Future pharmacogenomic studies in asthma should collect relevant ADR data as well as markers of efficacy

A taxonomy of reward preference: Examining country differences

Reward practices that are effective in one country may be very different from those that are successful in others. This is largely due to reward preference, which is shaped by individual needs, values and expectations. By integrating both the theories of motivation and culture, this study examines employee reward preference in four countries: the United Kingdom, Canada, Finland and Hong Kong. A construct for examining the multi-dimensional nature of reward is used, the type-system-criterion (TSC) model, to identify where specific differences in reward preference lie. The findings lend support to and extend the existing body of research. Yet, in contrast to prior research, empirical analysis reveals that while preferences for certain types of rewards remain relatively divergent, differences in preferences for both reward systems and the criteria by which rewards are allocated are diminishing as the forces of convergence take hold. The findings are particularly relevant to managers engaged in the design and implementation of reward practices in a MNC environment and open reward research to a promising new direction.Reward Culture Motivation International management

SeaCloud Real Estate: Performance Management

This case describes how SeaCloud, a real estate company founded in 1999, redesigned its performance management system in an attempt to achieve the strategic goal of improving efficiency at a time when many Chinese real estate enterprises doubled down on their strategies to undertake projects with short turnaround times. In December 2018, Ling Yun, the Founder and CEO of SeaCloud, discovered that a major project under development by the company was significantly behind schedule, despite most employees meeting their performance goals. It was then he realized that there were problems with the company’s existing performance management system, and he asked the HR Director, Liu Min, to undertake a full review and redesign the performance management system. The new performance management system needed to address a number of issues, including (i) there was no direct link between mid-level and junior employees’ performance appraisal results and salary increases; (ii) neither was there a link between corporate strategy and the performance criteria used to evaluate staff performance; (iii) senior executives were appraised annually, limiting the ability to take more timely corrective measures and actions; and (iv) cross-departmental collaboration was not effective. Under the new system, mid-level and junior employees’ performance bonuses were based on and determined by both individual and departmental evaluation outcomes. In addition to job responsibilities, key performance indicators (KPIs) and key work processes were established by managers and used to evaluate staff performance. Senior executives were now appraised on a quarterly rather than annual basis. The results of 360-degree feedback were also taken into consideration when assessing staff promotion. To enhance cross-departmental cooperation, employees from different departments would also be jointly evaluated. Although the new performance management system led to significant improvements in the company’s performance, a number of issues remained

林经理领导下的沪上大酒店

本案例以一家老字号的国营餐饮酒店为背景，描述了在酒店营收不断增长的背后，集团总裁对于该酒店总经理的领导方式和人力资源问题的担忧。本案例通过五件事体现了酒店林经理的管理风格。这几件事分别反映了林经理在遇到桌布、健身房主管迟到和保安部门工作态度等问题的高压手段，也反映了林经理如何亲力亲为促进销售和企业新产品推出。通过本案例的讨论，学生能够描绘不同的领导风格、讨论领导风格背后的动机因素。案例也为课堂提供了一个有关领导风格及其适用环境的讨论空间