[Principle and importance of using the array CGH in hematooncology]. / Princip a význam metody arrayCGH v hemato-onkologii.

Identification of chromosomal changes and variation in DNA copy number allows us to understand pathogenesis of tumors. To the frequently diagnosed chromosomal changes belong acquired gains and losses of chromosomal regions carring genes involved in cellular proliferation and differentiation as well as oncogenes and tumor suppressor genes. The determination of gene changes is limited by techniques used for their identification. The introduction of genom-wide microarray technology, resolution has rapidly increased. Array comparative genomic hybridization (arrayCGH) offers higher resolution for genome-wide detection of chromosomal alteration and it is able to analyze hundreds to thousands of genes presented on microarray in one experiment. The aim of this study was to perform arrayCGH technology and to stress its value for the identification of chromosomal imbalances in hematological malignancies.

Appraisal scales that measure performance outcomes and job results.

The major deficiency with most common graphic performance-appraisal scales is their emphasis on retrospective evaluation and documentation, rather than on communication and education. So charges author Roger Plachy, management consultant, who advocates instead the use of the Performance Outcome Appraisal Scale (POAS) or the Jobs Results Appraisal Scale (JRAS). The focus of the POAS is away from the employee and toward behavior outcomes so as to minimize personal defensive reactions and to emphasize a performance standard or level of management expectation for the job responsibility or dimension. A conceptual difference separates POAS from other rating scales--that is, it is based on the belief that although the product of the procedure is a job plan and performance appraisal, the nature of the process is communication. The emphasis is not on judging behavior, but on teaching employees to think in terms of which job performance outcomes are really important to the organization. The JRAS is identical to the POAS in structure, but it starts with the desired job results as defined in the job description, rather than with performance outcomes.

Performance appraisal is not enough.

The authors suggest that performance planning and appraisal is a cooperative venture between you and your employees based on a genuine concern for each other's success. In this article they outline a performance appraisal approach that includes advance agreement between you and your employee about what is to be accomplished. Their advice will help you design a performance appraisal system that encourages employee participation and goal achievement.