Pre-B cell to macrophage transdifferentiation without significant promoter DNA methylation changes

Transcription factor-induced lineage reprogramming or transdifferentiation experiments are essential for understanding the plasticity of differentiated cells. These experiments helped to define the specific role of transcription factors in conferring cell identity and played a key role in the development of the regenerative medicine field. We here investigated the acquisition of DNA methylation changes during C/EBPα-induced pre-B cell to macrophage transdifferentiation. Unexpectedly, cell lineage conversion occurred without significant changes in DNA methylation not only in key B cell- and macrophage-specific genes but also throughout the entire set of genes differentially methylated between the two parental cell types. In contrast, active and repressive histone modification marks changed according to the expression levels of these genes. We also demonstrated that C/EBPα and RNA Pol II are associated with the methylated promoters of macrophage-specific genes in reprogrammed macrophages without inducing methylation changes. Our findings not only provide insights about the extent and hierarchy of epigenetic events in pre-B cell to macrophage transdifferentiation but also show an important difference to reprogramming towards pluripotency where promoter DNA demethylation plays a pivotal role

Hiring, training and development practices in German and Indian manufacturing companies

This paper focuses on hiring and training practices in German and Indian automobile manufacturing companies. The differences in perception of sixty-four German managers and seventy-seven Indian managers of the HRM practices in their companies were explored by using the Best International Human Resource Practices Survey. The results of the quantitative analysis show no significant differences of perceptions among German and Indian managers. Further qualitative analyses noted subtle differences in the views of managers, it identifies a number of commonalities in hiring, training and development practices, although the intensity of their usage differs from case to case. Human resource managers still need to be culturally sensitive when devising human resource management systems in different industries and countries

Performance and pay practices in German and Indian manufacturing companies

German manufacturing companies are expanding their operations to emerging industrial economies such as India. This paper focuses on pay and performance practices in German and Indian automobile manufacturing companies. The differences in perception of sixty four German managers and seventy seven Indian managers of these practices in their companies were explored. The results of the quantitative analysis of the relevant sections of the Best International Human Resource Practices Survey show no significant differences between performance appraisals and pay practices in these contexts. The only significant difference was on the question about pay practices that provide recognition for long term results. Further qualitative analyses noted several divergent perspectives as well as in the use of practices between the managers. A conclusion is that human resource practices are best when adapted to cultural and national differences