486 research outputs found
The Debt and Other Poems
A selection of poems, translations, and imitations written from 2009-2015
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The conserved XPF:ERCC1-like Zip2:Spo16 complex controls meiotic crossover formation through structure-specific DNA binding.
In eukaryotic meiosis, generation of haploid gametes depends on the formation of inter-homolog crossovers, which enable the pairing, physical linkage, and eventual segregation of homologs in the meiosis I division. A class of conserved meiosis-specific proteins, collectively termed ZMMs, are required for formation and spatial control of crossovers throughout eukaryotes. Here, we show that three Saccharomyces cerevisiae ZMM proteins-Zip2, Zip4Â and Spo16-interact with one another and form a DNA-binding complex critical for crossover formation and control. We determined the crystal structure of a Zip2:Spo16 subcomplex, revealing a heterodimer structurally related to the XPF:ERCC1 endonuclease complex. Zip2:Spo16 lacks an endonuclease active site, but binds specific DNA structures found in early meiotic recombination intermediates. Mutations in multiple DNA-binding surfaces on Zip2:Spo16 severely compromise DNA binding, supporting a model in which the complex's central and HhH domains cooperate to bind DNA. Overall, our data support a model in which the Zip2:Zip4:Spo16 complex binds and stabilizes early meiotic recombination intermediates, then coordinates additional factors to promote crossover formation and license downstream events including synaptonemal complex assembly
A Comparative Study of Performance Management Practice in the Republic of Ireland, as Influenced by it\u27s Expansion from the Private Sector to its Public Equivalent.
This is a study of performance management (PM) that examines its comparative practice in the Republic of Ireland, as influenced by its expansion from the private sector to the public equivalent. The research objectives of this study are to establish the level of incidence of PM practice in both sectors, to consider how PM is practised, including the mechanisms employed, to determine the objectives of the PM processes for these organisations and to ascertain the comparative perceived impact and effectiveness of PM. It was established that there was a gap of nine years since the last quantitative analysis of the subject matter in Ireland had been conducted. A random sample based on five strata was deployed for the purpose of the primary research. A self-administered questionnaire was distributed nationwide in 2007/08 to 499 organisations, yielding a 41% (n=204) useable response rate. The findings confirm a high level of PM practice in Ireland, particularly in the public sector. Probably the most significant discovery, however, is that the vast majority of respondents believe PM to be effective. Nevertheless, its level of effectiveness is deemed significantly higher in private sector. The top three objectives of performance management systems (PMS) across both sectors are to agree key objectives, improve future performance and provide feedback on current or past performance. The survey evidence also reveals the main inhibitors of PM to be the perceived lack of follow up and support by management to agreed PM outcomes, failure to review or monitor the system and the presence of too much paperwork. Both sectors are in accord regarding the key goal of their system, which is to agreeing key objectives with staff. Hence, it was also established that ‘objective setting’ was the most popular and effective mechanism or scheme type of appraisal used. Of the features of PM, performance-related pay (PRP) is growing in the private sector, and, it is considered by researcher that this study offers for the first time, empirical evidence of its presence in the public sector. This research has successfully filled the research gap of nine years on PM practice in Ireland in both the private and public sector. It demonstrates to the reader the advances made by both sectors in this regard over the past 50 years. The research has been limited by an absence of analysis of PM vis à vis a number of areas such as the management of change, high performance work systems, employee engagement, the separation of performance review from the pay review and how to manage the underperformer. However, it does reveal the opportunity for further study, e.g. a qualitative analysis of the topic focusing on the opinion of the employee and line manager and their perception of PM
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