friendship Essays (351 words) - Friendship, Famous Essayist

Friendship is a feeling of love and affection of one person for another. This feeling of love must be reciprocated. Otherwise friendship cannot be possible. Friendship does not exist where tastes, feelings and sentiments are not similar. The famous essayist Bacon has warned against the friendship between a very rich person and a very poor person. Economic disparity damages friendship. Thus friendship is a feeling of affection between two likeminded persons of uniform status. It is said that a friend in need is a friend in deed. There may be many friends at the time of prosperity. But most of them desert at the time of adversity. We can examine the sincerity of a friend during our time of hardship and trouble. Only a sincere and faithful friend remains with us at the time of our trouble. All others leave us. It is very painful when our friends turn traitors. Money is an enemy of friendship. Everybody has an attraction for money. When lending or borrowing of money is done between two friends, there is great risk. Friendship may be affected. So it is wise for true friends to avoid monetary transaction. Vanity is another element which breaks friendship. Everybody has self-respect. When a person tries to criticise his friend, their friendship is affected. So friendship must be treated very delicately. Very often some hypocrites pretend to be friends. They are more dangerous than avowed enemies. By telling soft words they bring enormous ruin to us. A true friend never exploits. He rather surrenders. But at present, the meaning of friendship has changed. There are many fair-weathered friends. They terminate their friendly tie as soon as their interests are fulfilled. It is very difficult to find a true friend today. It is better to establish true friendship with either a dog or an elephant. Both these beasts will remain faithful to their human friends. Today, friendship between two persons is short-lived. Good friends exercise good influence. They always help their friends, in distress and inspire them to walk on the right path. But evil friends ruin us completely.

Critical Review of the pathogenicity of measles, the symptoms associated with the infection and how to prevent the potentially fatal disease. The WritePass Journal

Critical Review of the pathogenicity of measles, the symptoms associated with the infection and how to prevent the potentially fatal disease. Introduction Critical Review of the pathogenicity of measles, the symptoms associated with the infection and how to prevent the potentially fatal disease. IntroductionInfection and Spread  SymptomsVaccinesConclusionRelated Introduction Measles is a contagious human disease that mainly affects children. The measles virus (MV) that causes this systemic infection is a single stranded ribonucleic acid virus belonging to the genus Morbillivirus in the Paramyxovirus family.(2,3) As transmission is via air droplets, initiation of the infection occurs in the respiratory tract, and spreads to other organs. MV affects the immune system leading to a prolonged state of immune suppression which can result in several complications involving the respiratory tract and the brain e.g. encephalitis.   Immunisation using a live attenuated vaccine is the main preventative of the infection.   In 2000, the cases of infection of measles in Europe was rare due to vaccination, however in 2008 there was a total of 7,822 (5) with Switzerland having the highest incidence rate in Europe. (6) Measles are increasing in Ireland, with 320 cases reported within 8 months in 2009. (7) The objective of this assignment it to review the pathogenicity of measles, the symptoms associated with the infection and how to prevent this infectious and potentially fatal disease. Infection and Spread Infection is initiated in the respiratory tract. (8) The virus can then spread to the local secondary lymphoid tissues via dendritic cells of the lungs or the alveolar macrophages. (8) From here it can travel to the peripheral blood and spread via epithelial and endothelial cells to multiple organs. Research has suggested that in the later stages of the infection, the virus infects the epithelial cells of the respiratory tract facilitating in the spread of the virus. (9)   But how does the virus invade its host? MV is a non – segmented negative sense strand enveloped RNA virus that encodes 8 proteins: 6 structural proteins and 2 non-structural proteins. (8) The first 3 structural proteins are combined within the RNA. The (N) nucleoprotein protects the genomic RNA by forming the ribonucleocapsid. The phosphoprotein (P) and large polymerase protein (L) are involved in viral replication. (4, 8) The non- structural proteins C and V are responsible for the regulation of viral infection by interacting with cellular proteins. (11) The F and H glycoproteins found on the surface of the virus envelope, are responsible for the initiation of infection to susceptible host cells. These transmembrane proteins allow the virus to fuse with the host cell, penetration of the virus into the host cell and haemolysis. (4) The F protein facilitates the spread of the virus from one cell to the other by inducing cell fusion. (4) Transcription occurs within the cell to create more negative sense RNA for assembly of new budding viruses (see figure 1). (10) The matrix M protein is a non-glycosylated protein found in the inner lipid bilayer of the envelope. Its function is to connect the ribonucleoprotein complex to the envelope glycoproteins during viral assembly. (8) The H protein of the virus surface is responsible for receptor binding. CD46 was the first identified receptor for MV and is present on all nucleated cells. (8)   It was later discovered that the signalling lymphocyte activation molecule (SLAM) also known as CD150 has also been identified as receptor for MV. (3, 8) In fact the receptor binding of CD46 seems to be limited to attenuated vaccine strains rather than the wild type which seems to have better affinity for the CD 150 receptor. CD150 is expressed on many immune cells including lymphocytes, dendritic cells and macrophages and is a member of the CD2 subset of the Ig superfamily. (3, 8) The structure of H protein of MV is well documented consisting of a globular head group composed of 6 anti-parallel B sheets. These are stabilised by two intra- monomeric disulphide bonds and partially covered with N-linked carbohydrates. (12) The binding regions for CD 46 and CD 150 (SLAM) are found adjacent to one another. (3) It has been widely documented that CD150 is the initial receptor targeted by the H protein of the virus but little is known on the receptors involved in the infection of epithelial cells as these cells do not express CD150. (3)   Tahara et al have resulted that â€Å"MV has the ability to infect both polarised epithelial and immune cells using distinctive receptor – binding sites on the H protein†. (3) His study used a CD150 negative human lung adenocarcinoma cell line (NCI-H358) to infect with the MV. The presence of the H protein was evident using monoclonal antibodies and suggesting that the H protein must have been using a different receptor binding site to infect the cells. (3) The pathogenesis of MV, initiates an immune response. It triggers a cell-mediated immune response which involves the activation of TH1 and release of interferon ÃŽ ± and interleukin 2 (IL-2). (13) In the later part of the infection an antibody- mediated response provides long term protection against future infections. TH2 lymphocytes are produced as well as IL-4 which favours the induction of a humoral response which is important for long life protection against re-infection. (8, 13) However MV has the ability to dominate the immune system and use it to its advantage. The suppression of the immune system results in secondary bacterial and viral infection which attributes to the number of fatalities associated with Measles infection. Moss et al suggested that there are many mechanisms that develop to immune suppression following a MV infection. (14) These include: Lymphocyte Apoptosis Impaired Lymphoproliferation Immunomodulatory Cytokines (Increased IL-10 and IL-4) IL-12 down regulation Impaired Antigen Presentation of Dendritic cells One of the clinical manifestations of MV is lymphopenia. This may be due to the reduction of CD4+ and CD8+ T lymphocytes. Increased surface expression of Fas (CD95) during acute measles suggests that unaffected T lymphocytes undergo apoptosis. (14) Abnormalities in the lymphocyte function are found during and after MV infection. The virus inhibits IL-2 dependent T lymphocyte survival and proliferation. This is in response to an impaired protein kinase B activation caused by the H and F proteins of the virus. (14) In the acute phase of infection a T helper Type 1 (TH1) response is induced which shifts to T helper type 2 (TH2) in the later stage of infection which accounts for viral clearance and development of antibodies respectively. (8) The increased production of cytokines IL-10 and IL-4 in the TH2 response may be another mechanism for viral induced immunosuppression. IL-10 is an immunosuppressive cytokine which down-regulates the synthesis of cytokines and suppresses T cell proliferation and macrophage activation. (15) This prevents macrophage activation and TH 1 response to new infections. (8) As previously mentioned CD 46 is found on many immune cells including monocytes. As a result IL-12 produced by monocytes is downregulated. (16) IL-12 is essential for TH1 immune response. (15) The reduction in production of IL-12 favours TH2 and suppresses TH1 immunity. (17) Dendritic cells play a critical role in the presentation of antigen to naà ¯ve T lymphocytes. MV infection promotes maturation of dendritic cells but also alters its function (18) and mediates Fas induced apoptosis. It is now established that the non-structural protein C and V produced by the P gene plays a role in immunosuppression by interfering with interferon ÃŽ ±/ÃŽ ² signalling pathways. (8)   These proteins of the MV inhibits phosphorylation of STAT 1 and STAT 2 which are transcription factors involved in the Interferon pathway. (14)   Symptoms Clinical symptoms associated with measles include a fever and rash but a cough, coryza or conjunctivitis can also be seen. (9) It is after 10-14 days of infection that this characteristic rash is present and seems to be due to the individuals’ immune response to the virus. (8) The rash usually begins on the face and travels down to the extremities and can last for about 5 days before disappearing (4) Two thirds of patients show a white-marked enanthema on the buccal mucosa known as Koplik’s spot. (2) Koplik spots were first identified by Koplik in 1896 and are the pathognomonic of measles. (4, 5) Generally the resolution of the rash and fever begins after 7 to 10 days however the cough may persist for longer. (4) In many cases complication can occur resulting in infections of the respiratory tract and brain. Pneumonia accompanying measles may be due to the MV or a secondary bacterial infection. (4) 60% of infants infected with measles, can die from pneumonia while older children (10 -14 years) death is associated with acute encephalitis. (4) It seems that viral infection of the CNS is a common feature of measles but only a proportion of patients will present with clinical symptoms. Mild forms of measles have been observed due to passive immunity to the virus. Infants who have passively acquired antibodies to MV from the mother will present with some of the symptoms but depends on the degree of passive immunity that is achieved. (4) A study in China determined that mothers produced low levels of antibodies due to vaccination rather than natural infection. The outcome is reduced protection to the infant which can result in measles infection before the age of receiving a vaccine. (19) Atypical measles is associated with patients who received a vaccine using a killed MV rather than live attenuated vaccine and subsequently was exposed to the wild-type measles virus. Patients present with a low or undetectable titre which drastically rises after a few days. (4) As the symptoms may vary to classic measles, it can be misdiagnosed. Atypical measles is more severe than classic measles. Research has shown that this may be due to the fact that the killed vaccine lacks the antigen to stimulate immune response by preventing the virus entering the cells. (4) It has been shown that the killed vaccine does not produces antibodies to the F proteins which facilitate cell entry and spread of the virus. Immunocompromised patients present with severe measles due to their deficient cellular immunity. Secondary infections are often seen including pneumonia and encephalitis resembling SSPE.   Malnourished children especially in the developing world can suffer from severe measles. This may be due to intense exposure due to crowding or the inability to produce a cell-mediated response due to malnutrition. (4) Measles is regarded as an infection of childhood however adults do get infected and usually develop a severe form which can have complications. During pregnancy, an infected mother is not known to cause co-genital abnormalities to the foetus but may cause abortion or preterm delivery. (4) Vaccines The use of vaccines is the main preventative of Measles. The development of the first measles vaccine was in the 1960s. (20) Immunisation began with a inactivated (killed) vaccine, but resulted in short term protection and undeveloped immune system. (20) Immunisation with a live-attenuated vaccine can be administered as a monovaccine or in combination with mumps and rubella (MMR) or mumps, rubella and varicella virus (MMRV). (2) It is derived from a wild type of the virus known as Edmonston and processed through chicken cells. (8) In 1985, the measles virus was first introduced in Ireland, with the combination vaccine (MMR) emerging in 1988. (7) When the vaccine was first introduced in Ireland 9,903 cases of measles were reported. This dropped to 201 cases in 1987. (7) A two dose vaccine is essential for long lasting protection to the virus. (21) There are occasions when passive immunisation is required using immunoglobulin which include immunocompromised patients such as HIV positive patients. (4) Successful vaccination against infectious diseases depends on the vaccines ability to induce a protective response. Successful vaccination is dependent on the individuals’ human leukocyte antigen (HLA) haplotype which regulates the immune response. (22) There are two types of HLA proteins. The first, Class I consists of A,B and C alleles.   These bind to CD8+ T lymphocytes. (23) Class II DR,DQ and DP alleles attach and present peptides to CD4+ T lymphocytes. (23) The measles vaccine results in an iatrogenic attenuated measles infection. As mentioned previously, the C46 molecule serves as the receptor for the H protein of MV where it is broken down and presented to the immune system by the HLA system. (22) Studies have shown certain HLA alleles may impact differently on the responsiveness to the measles virus.   (22) For successful herd immunity to measles, most of the population needs to be immunised. However fears of the association of the MMR vaccine and autism have stopped parents from vaccinating their children. There is no scientific evidence to suggest any link with autism. (24) Research has suggested that Vitamin A supplementation may help prevent Measles infection in infants prior to vaccination. (25) Subacute Sclerosing Panencephalitis. (SSPE) One of the persistent secondary infections of MV is subacute sclerosis panencephalitis (SSPE) which causes demyelination of the central nervous system (CNS). (13) SSPE cannot occur without the presence of a direct measles and is found to be more prevalent in males than in females. (26) Research has shown that the earlier a patient is infected with MV the greater the risk of complications such as SSPE can occur. This is due to an immature immune system. (13) Conclusion The MV invades the neurons using the CD46 receptor and using its F protein. (13) There have been studies to suggest that another receptor CD9 aids entry into the cell. Once inside the cell the virus changes the machinery of the cells to avoid an immune response. It undergoes mutations of its own proteins to go unrecognised and reproduces within the neurons. (13) The virus can live as a â€Å"parasite† within the neurons for years. Finally it will damage the cell to an extent that apoptosis will occur and the immune system is triggered. Onset of SSPE is usually 6 years after infection and clinical symptoms present as intellectual deterioration and behaviour abnormalities.   Final stages include seizures, focal paralysis and death with akinetic mutism. (13) There is no cure for this fatal disease only a preventative. Other fears related to the vaccine were that it may cause SSPE however there is no evidence to back this case.

Radio and Newspaper Advertisements Essay Example | Topics and Well Written Essays - 1750 words

Radio and Newspaper Advertisements - Essay Example During the same period, some 8367.69 pounds on average were used in the same branches. The profit realized after using the two means was 676,727.33 pounds. The lowest profit realized was 30, 6240 pounds while the highest was 1,077,445 pounds. The branch which used the little funds on radio adverts used 3,584 pounds while the highest used 11,162. In news papers, the highest amount spend in a branch was 12,514 pounds while as little as 4,506 pounds was spend by a branch. (as per table 1 above) Radio advertisements alone have a significant contribution towards the profit of the company. An expenditure of 1 pound contributes about 81 pounds of profit. A regression equation can be developed from above; Likewise, taking newspaper adverts alone, the contribution is significant although to the negative side in profit growth. It has a contribution of -10.026 which is significant. The regression equation can be written as below; When radio and newspaper advertisements are combined together, newspaper adverts have no significant contribution at all. Radio advertisements contribute a lot towards the profit. The regression equation is as below, From the above analysis, the expenditures by Body shock ltd in advertisement using both radio and newspapers are the same (figure 4). ... Figure 3 above confirms that, the expenditures on newspaper advertisements were not normally distributed at all and revolved about the means. Table 3: Coefficient for radio standardized Coefficients t Sig. B Std. Error (Constant) 61147.729 71793.952 .852 .399 RADIO 81.285 9.225 8.812 .000 Dependent Variable: PROFIT Radio advertisements alone have a significant contribution towards the profit of the company. An expenditure of 1 pound contributes about 81 pounds of profit. A regression equation can be developed from above; P = 61167 + 81.285 R'''''''''''''''''1 Where, P = profit and R = radio expenditure Figure 4 Table 4: Coefficient for news standardized Coefficients t Sig. B Std. Error (Constant) 760622.382 125675.457 6.052 .000 NEWS -10.026 14.652 -.684 .497 Dependent Variable: PROFIT Likewise, taking newspaper adverts alone, the contribution is significant although to the negative side in profit growth. It has a contribution of -10.026 which is significant. The regression equation can be written as below; P = 760622 - 10.026 N'''''''''''''''''''.2 Figure 5 Table 5: Coefficients for news standardized Coefficients t Sig. B Std. Error (Constant) 64719.715 110993.021 .583 .563 NEWS -.382 8.969 -.043 .966 RADIO 81.236 9.407 8.636 .000 Dependent Variable: PROFIT When radio and newspaper advertisements are combined together, newspaper adverts have no significant contribution at all. Radio advertisements contribute a lot towards the profit. The regression equation is as below, P = 64719.715 - .382 N + 81.236 R'''''''''''''.3 Table 9 in the appendix is developed using equations 1 & 3 above. Discussion From the above analysis, the expenditures by Body shock ltd in advertisement using both radio and newspapers are the same

Good Deed report Essay Example | Topics and Well Written Essays - 500 words

Good Deed report - Essay Example The supervisor approved the commendation and agreed to send it the next day; furthermore, he added a $300 bonus for Roseanne’s actions and a commendation for her trainer. The supervisor is pleased with Roseanne’s handling of the concerns of the customer, which shows her training and personal work ethics, so he includes a bonus for her and a commendation for her trainer. He describes the work of customer representatives as sensitive emotional labor. He emphasizes the importance of bonuses in financially compensating excellent workplace actions. This bonus shows that the company values exemplary employee attitudes and behaviors. In Roseanne’s case, it is impressive that after only two weeks in the job, she shows remarkable dexterity in handling complex cases and infuriated customers. The supervisor further commends her trainer, who is also happy with Roseanne’s performance. The trainer uses Roseanne as an example for new trainees. Customer service agents are at the forefront of serving and making customers happy. If they do something right, they get a commendation and positive performance review. But if they go beyond their duties and excel in doing so, they deserve a bonus. Hence, the supervisor approved the request and positively reinforced commendable workplace behaviors. Employees, who go above and beyond the call of duty, have to be properly commended to reinforce their good behavior. Reinforcement studies in the workplace suggest the importance of timing positive rewards in sustaining and spreading positive behaviors. On 25 September 2012, Roseanne Blythe, a customer service and sales agent, was about to end her shift when an irate customer called in. She did not only restore a disgruntled customer’s faith in the company, she also increased revenues, when that customer opened twenty accounts amounting to $5,000 every month. Hence, I recommend for her to get a public commendation for the positive performance

Feminist organizations Essay Example | Topics and Well Written Essays - 500 words

Feminist organizations - Essay Example Accordingly, the following brief analysis will make an inventory of each of these aspects as a function of further delineating and defining the National Organization for Women. Firstly, the website which was analyzed denoted that fact that the ultimate goal of the group was to take immediate action for the equality of women. Although this is specifically tied to the manner in which women’s issues and women’s rights are exhibited within the United States, the group also seeks to effect change in various regions around the globe on behalf of women and their needs/rights. The mission statement itself further seeks to hone the areas of focus that NOW seeks to integrate with. Accordingly, the mission statement is as follows, â€Å"the purpose of NOW is to take action to bring women into full participation in the mainstream of American society now, exercising all privileges and responsibilities thereof in truly equal partnership with men† (NOW 1). Similarly, with regards to the political orientation of the group, the website itself promotes the understanding that the group is specifically interested in engaging in actions that promote women’s rights, feminism, anti-racism, ending homophobia, promoting LGBT rights, and promoting reproductive rights. As might be easily inferred, the group generally promotes a more liberal interpretation of the political paradigm; siding more often than not with liberal and progressive elements within the United States and typically aligning with the Democratic party. However, with that being said, it must also be understood that NOW does not promote any one single political party; rather, their interests are supra-political and the group only sides with more progressive and liberal ideologies due to the fact that these most specifically represent the goals and ends that the group is trying to effect. With such a constraining level of missions and values, the group is invariably at

Factors for Motivation in Banking Employees

Factors for Motivation in Banking Employees CHAPTER 1 INTRODUCTION 1.1 RESEARCH BACKGROUND Understanding human behavior in workplace has been one of the most prioritized tasks for any organization. This is due to major changes like globalization and technological advancement that change in the structure of the business done, the workforce behavior and management of employees. To keep up the business state of the art and become successful, the organizations should acclimatize with these changes (Vercueil, 2001). So, it has become important for employers to know what motivates their employees rather than emphasizing them to increase productivity. The environment, in which the employees work as a team, should be created and sustained so that they are themselves driven towards achieving the common goals. Hence, motivation is given more attention in the organization to know employees and their behavior. In any organization, every staff is unique and performs the task based on their mental abilities and the extent to which they are applied at work (Mullins, 2007). Some people te nd to work really harder than others. If a staff is appreciated for his/her hard work, he/she is more likely to be motivated to high performance. Herzberg et al 1999 explained that employees show different attitudes depending on the nature of jobs assigned to them at workplace. Furthermore, they argued these attitudes towards their jobs have a significant influence on the survival of the organization. there is a famous saying which is based on Herzbergs thought that if an organization wants its employees to do a good job, give them a good job to do (Giancola,2010). To illustrate this, during the hard times of the organization, the morality among the workforce determines its success or failure provided that they are made feel as the essential resources of the organization and are given appropriate chances to prove themselves. Thus, motivated employees are more likely to contribute for the success and survival of the organization. In earlier days, motivation was considered as only a force that drives individuals to become committed in the job of their choice. The early approaches of motivation emphasizes on the needs of the individuals explaining their tendency to be motivated and the efforts exerted in order to satisfy those needs. There were some other approaches which highlighted on the employees goal setting. Modern approaches of motivation draws attention towards the values and long term goals set by the employees. Simons and Enz (2006) says now the employees perform the task not only to fulfill the basic needs but also to increase their values, become successful and satisfied from their performance. Motivation has been one of those areas which gained lots of interests from organizational psychologists and many scholars since 1930s. Yet, the in-depth understanding of motivation has been considered as a tough task (Locke and Latham, 2004). Thus, this research work is aimed to identify what motivates employees of Bank of Kathmandu by applying the concept of existing theories. 1.2 Background of the organization The organization chosen for research work is Bank of Kathmandu BOK, one of the renowned commercial banks of Nepal. BOK commenced its operation in 1995 with an aim to contribute in the economic development of Nepal. BOK is in a position to become â€Å"Bank of Choice† through serving and supporting its customers financially. Considering this vision, the bank has a total of 39 branches, 6 extension counters and 50 ATMs across the country. It has helped not only in promoting economic development but also it reduces unemployment problem to some extent by providing opportunities to local people. The basic reason behind selecting this particular bank is due to its distinct uniqueness and growing success and secondly, the researcher had an easy access to this bank. The research is carried out based on the responses given by the staff working in two branches of the bank. 1.3 THE RESEARCH PROBLEM Employee commitment has been a matter of focus for companies to be successful and the committed employees are considered as the most important factors of organizational effectiveness (Robertson, et al. 2007). However, retaining committed employees within organization is not an easy task. The employees of modern era work to satisfy the needs as well as achieve their individual goals (Drake and Kossen, 2002). Gubman (2003) pointed out the increasing trend of employees doing many jobs at a time in their career and have become more mobile. Employees are no more working in organisations for a long term basis. Thus, it needs a proper understanding of what motivates and satisfies them at work to generate such commitments. 1.4 RESEARCH QUESTIONS Motivation needs vary on individuals based on their level of needs, backgrounds, expectations and personal traits. In simple words, two different employees working in the same environment may have different level of satisfaction. Furthermore, human needs are always dynamic and change over time becoming sometimes stronger or weaker. According to Simons and Enz (2006), while attempting to motivate the employees, the managers make mistakes assuming wrongly that they understand the employees and their needs and expectations they want from their work. This research work, therefore, focuses on the factors motivating employees and helping managers to understand their employees. In this context, the questions related to the research are: What are the critical factors that motivate and satisfy employees in BOK? How do the factors of motivation influence staff satisfaction in BOK? What are the motivation strategy adopted by BOK for better management and performance of the staff? 1.5 Research aim The purpose of this research is to investigate the factors that motivate workers and their impact on organizational performances in Bank of Kathmandu (BOK), Nepal. The study aims to analyse the factors that motivate employees to encourage them to give their best performances in order to increase the organizational effectiveness and achieve its goals. It also aims to know the extent to which BOK is successful in making its employees satisfied and committed. 1.6 Research objectives The study is an explanation about the employee motivation in Bank of Kathmandu BOK, one of the leading banks in Nepal. Hence, the objectives of this research can be listed as: To investigate factors of motivation and their impact on the performance of BOK. To critically analyse the factors of motivation and its effect on staff satisfaction in BOK. To develop motivation strategy for better management and performance for the staff in BOK. The research work would be significant to students, other researchers and the bank itself which can be taken as a source of reference. 1.7 Limitations of the research Motivation is a concept with a broad area of research. It contains a wide range of theories on factors that motivate people (content theories) along with theories that describe how behaviours are initiated, directed and endured (process theories). The research work focuses only content theories which identify the particular needs that drive the human behaviour to perform better or worse. The researcher has tried to present the impact of motivation and job satisfaction on employees mental health, social life, and family life in order to show the significance and scope of the research topic. However, they are only considered in the theory but not clearly shown on the observed part of the research. Apart from these limitations, there are some other limitations for the research as There was time constraint to complete this research work as the researcher has to complete the work within three months period. The budget allocated was less due to the researcher is a student. The data analysis is done based on the employees randomly selected from only two branches. 1.8 Outline of the study Chapter 1: introduction: The first chapter deals with the research topic, an overview of the company selected for research work followed by statement of problem, purpose of the study and limitations. Chapter 2: Literature Review: this chapter contains reviews of various theories of motivation and job satisfaction. The researcher has showed the relationship between motivation and variables like rewards, job satisfaction, job performance, trainings, behaviour and conflict. It also explained how positive motivation lead to Chapter 3: methodology: this chapter deals with the methods, different tools and techniques used in the research work for data collection, analysis and interpretation. Chapter 4: data analysis: the chapter covers the ways the collected data were compiled and analysed. The analysis is based on the literature review and survey done via questionnaires in order to best serve the purpose of the study. Chapter 5: conclusions and recommendations: this chapter contains three parts namely findings, recommendations and conclusion. 1.9 Conclusion In this chapter, the researchers has discussed about the introduction of employee motivation and its importance in organisations. The main reason behind conducting this research work, the problem area, and the limitations are clarified. A brief introduction of organisation is given on the basis of which this study is done. The basic knowledge of the contents of the research work is also discussed. Chapter 2 Literature review 2.1 Introduction This chapter explains about the facts, theories and models of motivation. Theories of motivation e.g. Maslows Hierarchy of Needs, Pr. McGregors Theory X and Y, McClellands theory of needs, etc are discussed in depth to increase the understanding of the area under research. The introduction and importance of motivation, job satisfaction and opinions of various authors are elucidated by reviewing various academic books, magazines, journals and articles. The information presented below serves as foundation to the analysis of this research. this new era, every organisation treats its workforce as an important source of its competitive advantage. Employees are no more seen as only loyal members of the company but they like to be treated with respect and they want their companies to give them opportunities to prove themselves. Hence, Lawler (2003) says that it has become necessity for any company to treat people in a right way in order to success and survive in the business world. An organisation can increase productivity and improve performance only when it invests in employees (Gitman and McDaniel, 2008). For this reason, the company should be able to attract, retain and develop talented employees (Pittorino et al., 2005). Understanding the factors that motivate employees and maximize productivity has become a crucial job to be performed by managers. 2.2 Definitions of motivation Motivation is one of the highly complex but misunderstood concept. Mills and Forshaw (2006) supported this statement as though there are an abundance of motivational theories; the organisations are unable to apply the best theory of motivation due to human beings complexity and various factors influencing their behaviours. Nevertheless, the main concern of the study of motivation is with why people behave as they do (Mullins, 2007). Motivation is the drive to do something (Tileston, 2004); it can be defined as the direction and intensity of ones effort to satisfy his/her needs (Weinberg, et al, 2010). According to Jones and George, (2004), motivation is considered as the psychological force that shows a persons level of effort applied in order to persist with obstacles and achieve his/her target and the way he/she behaves in an organisation. Furthermore, Latham 2007) describes motivation as a process of cognitive resource allocation where a person allocates his/her efforts as per importance of motives or tasks. To support this statement, Robins (2005) says that individuals have various level of motivation varying times and situations. 2.2.1 Need and expectation at work No individuals are same and they perceive the same thing in different ways. Individuals have different needs and expectation which they strive to fulfil in different ways. If these needs and expectations are not fulfilled, it will make them dissatisfied and the consequences are turnover, absenteeism, etc. so motivating employees has been a tough task for managers provided that employees react in different ways in the jobs assigned (Beardwell and Claydon, 2007). Since managers are solely responsible for motivating employees, they should be capable of giving employees reasons to believe in themselves as well as organisation where they are working (Baldoni, 2005). Employees become dissatisfied and less motivated when managers fail to make employees know their driving forces. According to robins (2003), there are three relationships where employees are less motivated when their needs and expectations are not fulfilled. First relationship explains about the effort and performance of employees. Managers should make their employees believe that maximum effort exerted leads to the recognition in performance appraisals. This is not always correct as in some cases, employees do not believe that their effort will result in recognition and they are less motivated to perform. The second relationship is about the employees performance and organisational reward. The employees are made believe that they will be rewarded for their outstanding performance or performance appraisal. But there will be lack of motivation because employees know that they will not be rewarded by the organisation just for the performance. The last one is the relationship between reward received and reward expected. They are motivated only when they get what they desire for. If opposite happens, they become dissatisfied with the job. So It is managers who should know if the reward given matches with the one employees expect for. Hence, managers should keep these relationships as essential factors for employees to keep motivated and long lasting retention. Strengthening these relationships , the managers can motivate their employees and boost productivity. Sutherland and Canwell (2004) says it is the primary responsibility of managers to maintain motivation by creating such a work environment where employees will show positive attitude and become committed and loyal and where they believe that they are valued and the organisation gives crucial interest in them. 2.2.2 Sources of motivation Motivation is the driving force that comes within an individual to satisfy his/her unsatisfied needs. Needs and expectations are drivers that motivate an individual to achieve those needs. These motivators are often considered in terms of being internal or external. According to Mac and Sockel (2001), the internal motivators are related with intrinsic needs that satisfies an individual while external motivators are environmental factors brought up to individual by organisation. intrinsic motivation makes a person to be productive as it comes within him/her while extrinsic motivation results once the unmet needs have been achieved(Marquis and Huston, 2008). A person is intrinsically motivated when he/she engages in the activity that gives pleasure and satisfaction (Deci and Ryan, 2004). On the contrary, Deci and Ryan (2004) explained extrinsic motivation as an external control over a person who gets engaged in the activity, not for pleasure or satisfaction but for attaining a positive outcome or avoiding a negative outcome. Hence, a manager should strive to stimulate an employees intrinsic motives to complete a task given. Intrinsic motives can be satisfied by the work itself. Since the task given to an individual provides interest, challenges and opportunities for personal growth and development, it has been considered as the main source of motivation (Molander, 1996). 2.5 classification of motivation theories The main concern of all theories of motivation is the understanding of human behaviour. Drafke and kossen (2002:273) explains that â€Å"these theories provide the basis for both managers and employees to understand how to motivate others; how others are trying to motivate and how that person can engage more in his/her own motivation effort and others efforts in trying to motivate him/her.† In late 1930s, the Hawthorne study carried out by Frederick Taylor drew attention towards the study of motivation. (Locke and Latham, 2004). The purpose of this study was to examine how working conditions affect productivity (Hindle,2008). The study concluded working condition had no effect on the employee productivity and it was employees who were concerned with their work (Hindle, 2008). This result of this study made many managers and researchers focus on employees needs and motivation. According Robbins (2005), the development of the concepts of motivation was mostly seen in 1950s. during that time, several new models, referred as content theories, were emerged that mainly focused on identifying the factors related to motivation. (steers, et al. 2004). Maslows hierarchy of needs, Model of Herzbergs two-factor theory and McClellands achievement motivation theory are the content theories. The main focus of these theories is on the needs of people for which they direct their behaviour to satisfy them (smit,2007). 2.5.1 Needs:maslows hierarchy of needs Abraham Maslow developed a motivational theory named hierarchy of needs (Pride, et al, 2009). A need is required by every person. An individual fulfils his/her needs to get satisfaction and motivation is an effort to satisfy a need (Aldag and Kuzuhara, 2002). Maslow postulated that humans always seek to fulfil a variety of needs which are in sequential order as per their importance (Pride, et al. 2009). when one need is satisfied, it drecreases in strength and the higher need then dominates behaviour. The underlying needs for all human motives can be organised on five general levels depicted as a pyramid (diagram) listed from the lowest to the highest level of needs. Physiological and safety needs are on the lowest level of the pyramid as they are satisfied externally. The other three needs are internal and are therefore considered as higher-order needs. Di Cesare and Sadri (2003) state that the need must be met from the lowest and then move upward to satisfy the peak of the hierarchy. While implying Maslows Needs Hierarchy in management practice of BOK, it has various opportunitites to motivate its staff depending upon the needs. Some of them are listed below: Physiological needs: provision of sufficient breaks for lunch and recovery and payment of salary for fulfilling the basic essentials of life. Safety needs: provision of job security, conductive safety environment and threats freedom Social needs: generating a feeling of acceptance, belonging and community by reinforcing team dynamics. Esteem needs: recognition of achievement, assignment of projects and providing status to make employees feel valued and appreciated. Self Actualisation: offering challenge and meaningful work assignment that enable innovation, creativity and progress. 2.5.2 Herzbergs two factor theory Herzberg put forward the view that productivity of an employee is based not only the job satisfaction but also on work motivation Pattanayak(200). Robbins(2003) elucidates that according to herzberg, an individuals relation and attitude towards work can determine success or failure. People have two sets of needs that are related to job satisfaction and others to job dissatisfaction (Nelson and Quick,200). Elements of the job that led to job satisfaction are labelled as motivators and elements to dissatisfaction are labelled as hygiene factors. Intrinsic factors or motivators such as achievement, recognition, advancement, the work itself and responsibility are related to job satisfaction. Job dissatisfaction is the result of extrinsic factors or hygiene factors such as working conditions, job security, supervision, pay and organisation policies. Di Cesare and Sadri (2003) state that herzberg is interested in the extremes where employees either feel good or bad about the work, this lea ds to development of motivators and hygiene factors. Herzberg states that the opposite of job satisfaction is not job dissatisfaction and therefore, job dissatisfaction is not the opposite of job satisfaction. Herzberg(2003) suggests nine factors that motivate employees and they are reducing time spent at work, fringe benefit, sensitivity training, spiralling wages, two-way communication, job participation, human relation training, communication and employee counselling. He also compared motivation with that of internal self-charging battery suggesting that the energy or the positivity should come from within the employees to become motivated (Bassett-Jones and Lloyd, 2005). Herzberg argues that an employee is motivated to satisfy it growth needs; it is founded upon satisfaction innate of a sense of achievement, recognition, responsibility and personal growth. He further says that recognition is transformed into feedback, responsibility to self-regulation, authority to communicate, exercise control over resource and accountability and lastly, growth and advancement are transformed into the new expertise. Though hygiene theory is one of the popular theories of motivation, the findings done from past empirical studies show that pay, recognition and responsibility are classified as both a motivator and hygiene factors. 2.5.4 McClellands theory of needs (Richard L. Daft, Patricia G. Lane, 2007) put forward the theory stating that individual acquire certain type of needs during his/her lifetime. Individuals acquire these needs by learning and interacting with the environment (Montana and Charnov, 2000). theory focuses on three needs: Need for achievement: it drives to excel, to achieve in relation to a set of standards, to strive to succeed. Individuals with this drive desire to do something more efficiently overcoming challenges to achieve the objectives. Need of power: it is the need to make others behave in a way that they would not have behaved otherwise. Individuals with this need are placed in competitive situations to be concerned with gaining influence over individual, group or organization. Need for affiliation: it is the desire for friendly and close interpersonal relationship. Individuals with this desire tend to have a strong desire to be liked or accepted by others and thus maintain harmonious relationship with others. Accoriding to smit (2007:340), these theories are based on needs of people and the factors that influence their behaviour. Process theory Process theory came into light in early 1960s. it was an approach that focused on how motivation actually occurs. (Smit 2007:347). These theories explained the way individual choose their behaviour to satisfy their needs (Lussier and Achua, 2009). it is more complex in compare to content theory. 2.5.3 Vrooms Expectation theory The expectancy theory, aimed at work motivation, is founded on the idea that an individuals motivation is based on his/her desire for an outcome and the probability that his/her effort will lead to required performance. Robbins (2003) defines expectation theory as, â€Å" the strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outvome and on the attractiveness of that outcome to the individual† (Robbins, 2003:173). Vrooms expectancy theory focuses on three relationships: Effort performance outcome Effort-performance relationships: the probability remarked by an individual that applying an extra effort will lead to performance. Performance-reward relationship: the degree to which the individual believes that extra effort exerted performance will lead to the accomplishment of desired outcome. Reward-personal goal relationship: the degree to which individuals goals are satisfied by organizational rewards and the degree to which individual is personally attracted to the rewards. Equity Theory J. Stacy Adams equity theory proposed that individuals are motivated when their inputs equal outputs (Lussier and Achua, 2009). This theory enables an individual to perceive a relationship between the reward he/she received and his/her performance.(Smit, 2007). individuals tend to make comparison of the inputs such as status, experience, effort, etc and outputs such as recognition, benefits, pay, etc with that of others which co-worker, a group of employees from different organisations, etc (Lussier and Achua, 2009:87). 2.5.6 Goal setting theory The goal setting theory proposed by Locke states that a person is likely to give a higher performance if the goals are specific and difficult. Besides these, there are also other factors along with feedbacks such as goal commitment, task complexity and national culture that influence the goal-performance relationship. Meyer,et al. (2004) elucidates that motivation comes from the goals an individual sets up based oh his/her needs, personal values and perception that shaped via experience at work. goals give people a sense of purpose to show the reason of working to achieve a task given (Lussier and Achua, 2009:90). Goals direct individuals attention to a specific target. If individuals have specific and difficult goals, then they optimise the performance (Huber,2006). Reinforcement theory Reinforcement theory is the relationship between the behaviour of individual and the consequences by modifying or changing it via use of rewards or punishments (Daft and Lane,2007). It consistently predicts job behaviour (Lusssier and Achua,2009). People learn behaviour through the experiences of positive and negative consequences. Behaviour is a function of its consequences (Griffin and Moorhead,2009). According to Daft and Lane (2007), managers use reinforcement to shape or modify employee behaviour in four ways: Positive reinforcement: employees are encouraged to continue their behaviour by offering consequences for desirable performance. If an employee receives positive reinforcement for certain behaviour, that employee is tend to be motivated to maintain or increase the frequency of that behaviour (Griffin and Moorhead, 2009). Avoidance reinforcement It is also known as negative reinforcement. The employees are given the opportunity to avoid an unpleasant circumstance once behaviour is improved. Extinction Motivating individuals and groups at work Theorists of motivation investigate the factors that direct and boost work related behaviour. They strive to understand activities that people enjoy and conditions that encourage them to apply efforts. As a result various motivation models were developed which main focus was on the needs and expectations of individuals. This models were best used in organisatons where understanding of behaviour of employees has been important. Due to change in structure of organisations, todays employees work in teams supporting each other sharing common interest to accomplish the common goals rather focusing on the achievement of personal goals. Ellemers, et al. (2004) employee motivation refers to the goals, needs and rewards of one whole team or the organisation where they work. this concludes that research on motivating group has been important for any organisation. The number of organisation, emphasising employees to work in teams, has steadily increased. Working in teams offers opportunities for job enrichment, decrease the workload of supervisors and enhance the performance. However, there may be some lazy members in team who exert less effort in performing the task. 2.5.5 Douglas McGregor Theory X and Y In this theory, Douglas McGregor assumes that the managers handle their employees based on their behaviours and nature. These assumptions are categorised as Theory X and Theory Y. theory X states that workers are lazy, incapable of taking responsibility , dislike work and need a constant supervision while theory Y assumes that people love work, complete task with less supervision and have responsibility ( Dzimbiri,2009). 2.6 Ways of motivating employee to ensure better performance The employees experiences at work show their feeling towards their jobs either positively or negatively. Employee motivation is taken into account by every organisation as one of the major challenging tasks. Motivation can be classified as positive or negative. The managers should encourage positive motivation to enhance performance. On the contrary, when the performance is demotivating, the approach adopted would be determined by persisting situation. Communication Communication is always an effective way to improve motivation and enhance productivity. There should be two-way communication between managers and staff that generate feedbacks on the performance. Job participation scheme Participation scheme enables staff to become a member of decision making team and express their views on organisational decisions. This leads staff to be responsible to increase their efficiency and productivity at work. Fringe benefit If an organization can retain the employees by providing them with the fringe benefit. This prevents turnover if effectively use and increase the productivity. Research methodology Introduction This research work is carried out to examine the factors that motivate and influence employees of Bank of Kathmandu and strategies adopted by the bank to enhance productivity by providing employees with optimum satisfaction. It highlights the procedures applied to understand research problem area and evaluate the result. The Research Process Customised research procedures are used by the researcher determining the exceptions of research regarding how vast the topic is. It starts with problem formulation along with the process that the researcher undertakes to get the result as solution to that problem. The problem of identifying what factors motivate employees in a particular bank namely, Bank Of Kathmandu. In this modern era, the way the employees behave at workplace has been changed. Job satisfaction has become more important than any other variables. For the success and survival of company in the competitive market, the most prioritised work of managers is to retain the skilled employees and motivate them to give their best performance. Nevertheless, employees are more interested in doing different jobs at the same time and are not willing to keep long term relationships with organisations. To add up, they are unlikely to be motivated as they use to be before. Once the research problem is defined, the objectives are formulated to achieve the solutions to the targeted problem. The hypothese Qualitative and quantitative research Survey questionnaire Questionnaires include open- ended questions, closed-ended or the combination of both. In open-ended questions, the respondents are allowed to give their own answers while the closed-ended questions provide the respondents with a set of alternatives and choose answer from that set (Saunders, et al. 2007). researchers use close-ended questions for they provide the greater control, make respondents easy to answer and short answers lead to quick results (Arthur,2006). The researcher, in this study, has used closed-ended questions using Factors for Motivation in Banking Employees Factors for Motivation in Banking Employees CHAPTER 1 INTRODUCTION 1.1 RESEARCH BACKGROUND Understanding human behavior in workplace has been one of the most prioritized tasks for any organization. This is due to major changes like globalization and technological advancement that change in the structure of the business done, the workforce behavior and management of employees. To keep up the business state of the art and become successful, the organizations should acclimatize with these changes (Vercueil, 2001). So, it has become important for employers to know what motivates their employees rather than emphasizing them to increase productivity. The environment, in which the employees work as a team, should be created and sustained so that they are themselves driven towards achieving the common goals. Hence, motivation is given more attention in the organization to know employees and their behavior. In any organization, every staff is unique and performs the task based on their mental abilities and the extent to which they are applied at work (Mullins, 2007). Some people te nd to work really harder than others. If a staff is appreciated for his/her hard work, he/she is more likely to be motivated to high performance. Herzberg et al 1999 explained that employees show different attitudes depending on the nature of jobs assigned to them at workplace. Furthermore, they argued these attitudes towards their jobs have a significant influence on the survival of the organization. there is a famous saying which is based on Herzbergs thought that if an organization wants its employees to do a good job, give them a good job to do (Giancola,2010). To illustrate this, during the hard times of the organization, the morality among the workforce determines its success or failure provided that they are made feel as the essential resources of the organization and are given appropriate chances to prove themselves. Thus, motivated employees are more likely to contribute for the success and survival of the organization. In earlier days, motivation was considered as only a force that drives individuals to become committed in the job of their choice. The early approaches of motivation emphasizes on the needs of the individuals explaining their tendency to be motivated and the efforts exerted in order to satisfy those needs. There were some other approaches which highlighted on the employees goal setting. Modern approaches of motivation draws attention towards the values and long term goals set by the employees. Simons and Enz (2006) says now the employees perform the task not only to fulfill the basic needs but also to increase their values, become successful and satisfied from their performance. Motivation has been one of those areas which gained lots of interests from organizational psychologists and many scholars since 1930s. Yet, the in-depth understanding of motivation has been considered as a tough task (Locke and Latham, 2004). Thus, this research work is aimed to identify what motivates employees of Bank of Kathmandu by applying the concept of existing theories. 1.2 Background of the organization The organization chosen for research work is Bank of Kathmandu BOK, one of the renowned commercial banks of Nepal. BOK commenced its operation in 1995 with an aim to contribute in the economic development of Nepal. BOK is in a position to become â€Å"Bank of Choice† through serving and supporting its customers financially. Considering this vision, the bank has a total of 39 branches, 6 extension counters and 50 ATMs across the country. It has helped not only in promoting economic development but also it reduces unemployment problem to some extent by providing opportunities to local people. The basic reason behind selecting this particular bank is due to its distinct uniqueness and growing success and secondly, the researcher had an easy access to this bank. The research is carried out based on the responses given by the staff working in two branches of the bank. 1.3 THE RESEARCH PROBLEM Employee commitment has been a matter of focus for companies to be successful and the committed employees are considered as the most important factors of organizational effectiveness (Robertson, et al. 2007). However, retaining committed employees within organization is not an easy task. The employees of modern era work to satisfy the needs as well as achieve their individual goals (Drake and Kossen, 2002). Gubman (2003) pointed out the increasing trend of employees doing many jobs at a time in their career and have become more mobile. Employees are no more working in organisations for a long term basis. Thus, it needs a proper understanding of what motivates and satisfies them at work to generate such commitments. 1.4 RESEARCH QUESTIONS Motivation needs vary on individuals based on their level of needs, backgrounds, expectations and personal traits. In simple words, two different employees working in the same environment may have different level of satisfaction. Furthermore, human needs are always dynamic and change over time becoming sometimes stronger or weaker. According to Simons and Enz (2006), while attempting to motivate the employees, the managers make mistakes assuming wrongly that they understand the employees and their needs and expectations they want from their work. This research work, therefore, focuses on the factors motivating employees and helping managers to understand their employees. In this context, the questions related to the research are: What are the critical factors that motivate and satisfy employees in BOK? How do the factors of motivation influence staff satisfaction in BOK? What are the motivation strategy adopted by BOK for better management and performance of the staff? 1.5 Research aim The purpose of this research is to investigate the factors that motivate workers and their impact on organizational performances in Bank of Kathmandu (BOK), Nepal. The study aims to analyse the factors that motivate employees to encourage them to give their best performances in order to increase the organizational effectiveness and achieve its goals. It also aims to know the extent to which BOK is successful in making its employees satisfied and committed. 1.6 Research objectives The study is an explanation about the employee motivation in Bank of Kathmandu BOK, one of the leading banks in Nepal. Hence, the objectives of this research can be listed as: To investigate factors of motivation and their impact on the performance of BOK. To critically analyse the factors of motivation and its effect on staff satisfaction in BOK. To develop motivation strategy for better management and performance for the staff in BOK. The research work would be significant to students, other researchers and the bank itself which can be taken as a source of reference. 1.7 Limitations of the research Motivation is a concept with a broad area of research. It contains a wide range of theories on factors that motivate people (content theories) along with theories that describe how behaviours are initiated, directed and endured (process theories). The research work focuses only content theories which identify the particular needs that drive the human behaviour to perform better or worse. The researcher has tried to present the impact of motivation and job satisfaction on employees mental health, social life, and family life in order to show the significance and scope of the research topic. However, they are only considered in the theory but not clearly shown on the observed part of the research. Apart from these limitations, there are some other limitations for the research as There was time constraint to complete this research work as the researcher has to complete the work within three months period. The budget allocated was less due to the researcher is a student. The data analysis is done based on the employees randomly selected from only two branches. 1.8 Outline of the study Chapter 1: introduction: The first chapter deals with the research topic, an overview of the company selected for research work followed by statement of problem, purpose of the study and limitations. Chapter 2: Literature Review: this chapter contains reviews of various theories of motivation and job satisfaction. The researcher has showed the relationship between motivation and variables like rewards, job satisfaction, job performance, trainings, behaviour and conflict. It also explained how positive motivation lead to Chapter 3: methodology: this chapter deals with the methods, different tools and techniques used in the research work for data collection, analysis and interpretation. Chapter 4: data analysis: the chapter covers the ways the collected data were compiled and analysed. The analysis is based on the literature review and survey done via questionnaires in order to best serve the purpose of the study. Chapter 5: conclusions and recommendations: this chapter contains three parts namely findings, recommendations and conclusion. 1.9 Conclusion In this chapter, the researchers has discussed about the introduction of employee motivation and its importance in organisations. The main reason behind conducting this research work, the problem area, and the limitations are clarified. A brief introduction of organisation is given on the basis of which this study is done. The basic knowledge of the contents of the research work is also discussed. Chapter 2 Literature review 2.1 Introduction This chapter explains about the facts, theories and models of motivation. Theories of motivation e.g. Maslows Hierarchy of Needs, Pr. McGregors Theory X and Y, McClellands theory of needs, etc are discussed in depth to increase the understanding of the area under research. The introduction and importance of motivation, job satisfaction and opinions of various authors are elucidated by reviewing various academic books, magazines, journals and articles. The information presented below serves as foundation to the analysis of this research. this new era, every organisation treats its workforce as an important source of its competitive advantage. Employees are no more seen as only loyal members of the company but they like to be treated with respect and they want their companies to give them opportunities to prove themselves. Hence, Lawler (2003) says that it has become necessity for any company to treat people in a right way in order to success and survive in the business world. An organisation can increase productivity and improve performance only when it invests in employees (Gitman and McDaniel, 2008). For this reason, the company should be able to attract, retain and develop talented employees (Pittorino et al., 2005). Understanding the factors that motivate employees and maximize productivity has become a crucial job to be performed by managers. 2.2 Definitions of motivation Motivation is one of the highly complex but misunderstood concept. Mills and Forshaw (2006) supported this statement as though there are an abundance of motivational theories; the organisations are unable to apply the best theory of motivation due to human beings complexity and various factors influencing their behaviours. Nevertheless, the main concern of the study of motivation is with why people behave as they do (Mullins, 2007). Motivation is the drive to do something (Tileston, 2004); it can be defined as the direction and intensity of ones effort to satisfy his/her needs (Weinberg, et al, 2010). According to Jones and George, (2004), motivation is considered as the psychological force that shows a persons level of effort applied in order to persist with obstacles and achieve his/her target and the way he/she behaves in an organisation. Furthermore, Latham 2007) describes motivation as a process of cognitive resource allocation where a person allocates his/her efforts as per importance of motives or tasks. To support this statement, Robins (2005) says that individuals have various level of motivation varying times and situations. 2.2.1 Need and expectation at work No individuals are same and they perceive the same thing in different ways. Individuals have different needs and expectation which they strive to fulfil in different ways. If these needs and expectations are not fulfilled, it will make them dissatisfied and the consequences are turnover, absenteeism, etc. so motivating employees has been a tough task for managers provided that employees react in different ways in the jobs assigned (Beardwell and Claydon, 2007). Since managers are solely responsible for motivating employees, they should be capable of giving employees reasons to believe in themselves as well as organisation where they are working (Baldoni, 2005). Employees become dissatisfied and less motivated when managers fail to make employees know their driving forces. According to robins (2003), there are three relationships where employees are less motivated when their needs and expectations are not fulfilled. First relationship explains about the effort and performance of employees. Managers should make their employees believe that maximum effort exerted leads to the recognition in performance appraisals. This is not always correct as in some cases, employees do not believe that their effort will result in recognition and they are less motivated to perform. The second relationship is about the employees performance and organisational reward. The employees are made believe that they will be rewarded for their outstanding performance or performance appraisal. But there will be lack of motivation because employees know that they will not be rewarded by the organisation just for the performance. The last one is the relationship between reward received and reward expected. They are motivated only when they get what they desire for. If opposite happens, they become dissatisfied with the job. So It is managers who should know if the reward given matches with the one employees expect for. Hence, managers should keep these relationships as essential factors for employees to keep motivated and long lasting retention. Strengthening these relationships , the managers can motivate their employees and boost productivity. Sutherland and Canwell (2004) says it is the primary responsibility of managers to maintain motivation by creating such a work environment where employees will show positive attitude and become committed and loyal and where they believe that they are valued and the organisation gives crucial interest in them. 2.2.2 Sources of motivation Motivation is the driving force that comes within an individual to satisfy his/her unsatisfied needs. Needs and expectations are drivers that motivate an individual to achieve those needs. These motivators are often considered in terms of being internal or external. According to Mac and Sockel (2001), the internal motivators are related with intrinsic needs that satisfies an individual while external motivators are environmental factors brought up to individual by organisation. intrinsic motivation makes a person to be productive as it comes within him/her while extrinsic motivation results once the unmet needs have been achieved(Marquis and Huston, 2008). A person is intrinsically motivated when he/she engages in the activity that gives pleasure and satisfaction (Deci and Ryan, 2004). On the contrary, Deci and Ryan (2004) explained extrinsic motivation as an external control over a person who gets engaged in the activity, not for pleasure or satisfaction but for attaining a positive outcome or avoiding a negative outcome. Hence, a manager should strive to stimulate an employees intrinsic motives to complete a task given. Intrinsic motives can be satisfied by the work itself. Since the task given to an individual provides interest, challenges and opportunities for personal growth and development, it has been considered as the main source of motivation (Molander, 1996). 2.5 classification of motivation theories The main concern of all theories of motivation is the understanding of human behaviour. Drafke and kossen (2002:273) explains that â€Å"these theories provide the basis for both managers and employees to understand how to motivate others; how others are trying to motivate and how that person can engage more in his/her own motivation effort and others efforts in trying to motivate him/her.† In late 1930s, the Hawthorne study carried out by Frederick Taylor drew attention towards the study of motivation. (Locke and Latham, 2004). The purpose of this study was to examine how working conditions affect productivity (Hindle,2008). The study concluded working condition had no effect on the employee productivity and it was employees who were concerned with their work (Hindle, 2008). This result of this study made many managers and researchers focus on employees needs and motivation. According Robbins (2005), the development of the concepts of motivation was mostly seen in 1950s. during that time, several new models, referred as content theories, were emerged that mainly focused on identifying the factors related to motivation. (steers, et al. 2004). Maslows hierarchy of needs, Model of Herzbergs two-factor theory and McClellands achievement motivation theory are the content theories. The main focus of these theories is on the needs of people for which they direct their behaviour to satisfy them (smit,2007). 2.5.1 Needs:maslows hierarchy of needs Abraham Maslow developed a motivational theory named hierarchy of needs (Pride, et al, 2009). A need is required by every person. An individual fulfils his/her needs to get satisfaction and motivation is an effort to satisfy a need (Aldag and Kuzuhara, 2002). Maslow postulated that humans always seek to fulfil a variety of needs which are in sequential order as per their importance (Pride, et al. 2009). when one need is satisfied, it drecreases in strength and the higher need then dominates behaviour. The underlying needs for all human motives can be organised on five general levels depicted as a pyramid (diagram) listed from the lowest to the highest level of needs. Physiological and safety needs are on the lowest level of the pyramid as they are satisfied externally. The other three needs are internal and are therefore considered as higher-order needs. Di Cesare and Sadri (2003) state that the need must be met from the lowest and then move upward to satisfy the peak of the hierarchy. While implying Maslows Needs Hierarchy in management practice of BOK, it has various opportunitites to motivate its staff depending upon the needs. Some of them are listed below: Physiological needs: provision of sufficient breaks for lunch and recovery and payment of salary for fulfilling the basic essentials of life. Safety needs: provision of job security, conductive safety environment and threats freedom Social needs: generating a feeling of acceptance, belonging and community by reinforcing team dynamics. Esteem needs: recognition of achievement, assignment of projects and providing status to make employees feel valued and appreciated. Self Actualisation: offering challenge and meaningful work assignment that enable innovation, creativity and progress. 2.5.2 Herzbergs two factor theory Herzberg put forward the view that productivity of an employee is based not only the job satisfaction but also on work motivation Pattanayak(200). Robbins(2003) elucidates that according to herzberg, an individuals relation and attitude towards work can determine success or failure. People have two sets of needs that are related to job satisfaction and others to job dissatisfaction (Nelson and Quick,200). Elements of the job that led to job satisfaction are labelled as motivators and elements to dissatisfaction are labelled as hygiene factors. Intrinsic factors or motivators such as achievement, recognition, advancement, the work itself and responsibility are related to job satisfaction. Job dissatisfaction is the result of extrinsic factors or hygiene factors such as working conditions, job security, supervision, pay and organisation policies. Di Cesare and Sadri (2003) state that herzberg is interested in the extremes where employees either feel good or bad about the work, this lea ds to development of motivators and hygiene factors. Herzberg states that the opposite of job satisfaction is not job dissatisfaction and therefore, job dissatisfaction is not the opposite of job satisfaction. Herzberg(2003) suggests nine factors that motivate employees and they are reducing time spent at work, fringe benefit, sensitivity training, spiralling wages, two-way communication, job participation, human relation training, communication and employee counselling. He also compared motivation with that of internal self-charging battery suggesting that the energy or the positivity should come from within the employees to become motivated (Bassett-Jones and Lloyd, 2005). Herzberg argues that an employee is motivated to satisfy it growth needs; it is founded upon satisfaction innate of a sense of achievement, recognition, responsibility and personal growth. He further says that recognition is transformed into feedback, responsibility to self-regulation, authority to communicate, exercise control over resource and accountability and lastly, growth and advancement are transformed into the new expertise. Though hygiene theory is one of the popular theories of motivation, the findings done from past empirical studies show that pay, recognition and responsibility are classified as both a motivator and hygiene factors. 2.5.4 McClellands theory of needs (Richard L. Daft, Patricia G. Lane, 2007) put forward the theory stating that individual acquire certain type of needs during his/her lifetime. Individuals acquire these needs by learning and interacting with the environment (Montana and Charnov, 2000). theory focuses on three needs: Need for achievement: it drives to excel, to achieve in relation to a set of standards, to strive to succeed. Individuals with this drive desire to do something more efficiently overcoming challenges to achieve the objectives. Need of power: it is the need to make others behave in a way that they would not have behaved otherwise. Individuals with this need are placed in competitive situations to be concerned with gaining influence over individual, group or organization. Need for affiliation: it is the desire for friendly and close interpersonal relationship. Individuals with this desire tend to have a strong desire to be liked or accepted by others and thus maintain harmonious relationship with others. Accoriding to smit (2007:340), these theories are based on needs of people and the factors that influence their behaviour. Process theory Process theory came into light in early 1960s. it was an approach that focused on how motivation actually occurs. (Smit 2007:347). These theories explained the way individual choose their behaviour to satisfy their needs (Lussier and Achua, 2009). it is more complex in compare to content theory. 2.5.3 Vrooms Expectation theory The expectancy theory, aimed at work motivation, is founded on the idea that an individuals motivation is based on his/her desire for an outcome and the probability that his/her effort will lead to required performance. Robbins (2003) defines expectation theory as, â€Å" the strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outvome and on the attractiveness of that outcome to the individual† (Robbins, 2003:173). Vrooms expectancy theory focuses on three relationships: Effort performance outcome Effort-performance relationships: the probability remarked by an individual that applying an extra effort will lead to performance. Performance-reward relationship: the degree to which the individual believes that extra effort exerted performance will lead to the accomplishment of desired outcome. Reward-personal goal relationship: the degree to which individuals goals are satisfied by organizational rewards and the degree to which individual is personally attracted to the rewards. Equity Theory J. Stacy Adams equity theory proposed that individuals are motivated when their inputs equal outputs (Lussier and Achua, 2009). This theory enables an individual to perceive a relationship between the reward he/she received and his/her performance.(Smit, 2007). individuals tend to make comparison of the inputs such as status, experience, effort, etc and outputs such as recognition, benefits, pay, etc with that of others which co-worker, a group of employees from different organisations, etc (Lussier and Achua, 2009:87). 2.5.6 Goal setting theory The goal setting theory proposed by Locke states that a person is likely to give a higher performance if the goals are specific and difficult. Besides these, there are also other factors along with feedbacks such as goal commitment, task complexity and national culture that influence the goal-performance relationship. Meyer,et al. (2004) elucidates that motivation comes from the goals an individual sets up based oh his/her needs, personal values and perception that shaped via experience at work. goals give people a sense of purpose to show the reason of working to achieve a task given (Lussier and Achua, 2009:90). Goals direct individuals attention to a specific target. If individuals have specific and difficult goals, then they optimise the performance (Huber,2006). Reinforcement theory Reinforcement theory is the relationship between the behaviour of individual and the consequences by modifying or changing it via use of rewards or punishments (Daft and Lane,2007). It consistently predicts job behaviour (Lusssier and Achua,2009). People learn behaviour through the experiences of positive and negative consequences. Behaviour is a function of its consequences (Griffin and Moorhead,2009). According to Daft and Lane (2007), managers use reinforcement to shape or modify employee behaviour in four ways: Positive reinforcement: employees are encouraged to continue their behaviour by offering consequences for desirable performance. If an employee receives positive reinforcement for certain behaviour, that employee is tend to be motivated to maintain or increase the frequency of that behaviour (Griffin and Moorhead, 2009). Avoidance reinforcement It is also known as negative reinforcement. The employees are given the opportunity to avoid an unpleasant circumstance once behaviour is improved. Extinction Motivating individuals and groups at work Theorists of motivation investigate the factors that direct and boost work related behaviour. They strive to understand activities that people enjoy and conditions that encourage them to apply efforts. As a result various motivation models were developed which main focus was on the needs and expectations of individuals. This models were best used in organisatons where understanding of behaviour of employees has been important. Due to change in structure of organisations, todays employees work in teams supporting each other sharing common interest to accomplish the common goals rather focusing on the achievement of personal goals. Ellemers, et al. (2004) employee motivation refers to the goals, needs and rewards of one whole team or the organisation where they work. this concludes that research on motivating group has been important for any organisation. The number of organisation, emphasising employees to work in teams, has steadily increased. Working in teams offers opportunities for job enrichment, decrease the workload of supervisors and enhance the performance. However, there may be some lazy members in team who exert less effort in performing the task. 2.5.5 Douglas McGregor Theory X and Y In this theory, Douglas McGregor assumes that the managers handle their employees based on their behaviours and nature. These assumptions are categorised as Theory X and Theory Y. theory X states that workers are lazy, incapable of taking responsibility , dislike work and need a constant supervision while theory Y assumes that people love work, complete task with less supervision and have responsibility ( Dzimbiri,2009). 2.6 Ways of motivating employee to ensure better performance The employees experiences at work show their feeling towards their jobs either positively or negatively. Employee motivation is taken into account by every organisation as one of the major challenging tasks. Motivation can be classified as positive or negative. The managers should encourage positive motivation to enhance performance. On the contrary, when the performance is demotivating, the approach adopted would be determined by persisting situation. Communication Communication is always an effective way to improve motivation and enhance productivity. There should be two-way communication between managers and staff that generate feedbacks on the performance. Job participation scheme Participation scheme enables staff to become a member of decision making team and express their views on organisational decisions. This leads staff to be responsible to increase their efficiency and productivity at work. Fringe benefit If an organization can retain the employees by providing them with the fringe benefit. This prevents turnover if effectively use and increase the productivity. Research methodology Introduction This research work is carried out to examine the factors that motivate and influence employees of Bank of Kathmandu and strategies adopted by the bank to enhance productivity by providing employees with optimum satisfaction. It highlights the procedures applied to understand research problem area and evaluate the result. The Research Process Customised research procedures are used by the researcher determining the exceptions of research regarding how vast the topic is. It starts with problem formulation along with the process that the researcher undertakes to get the result as solution to that problem. The problem of identifying what factors motivate employees in a particular bank namely, Bank Of Kathmandu. In this modern era, the way the employees behave at workplace has been changed. Job satisfaction has become more important than any other variables. For the success and survival of company in the competitive market, the most prioritised work of managers is to retain the skilled employees and motivate them to give their best performance. Nevertheless, employees are more interested in doing different jobs at the same time and are not willing to keep long term relationships with organisations. To add up, they are unlikely to be motivated as they use to be before. Once the research problem is defined, the objectives are formulated to achieve the solutions to the targeted problem. The hypothese Qualitative and quantitative research Survey questionnaire Questionnaires include open- ended questions, closed-ended or the combination of both. In open-ended questions, the respondents are allowed to give their own answers while the closed-ended questions provide the respondents with a set of alternatives and choose answer from that set (Saunders, et al. 2007). researchers use close-ended questions for they provide the greater control, make respondents easy to answer and short answers lead to quick results (Arthur,2006). The researcher, in this study, has used closed-ended questions using

Criminal Justice Essay

Dear Sir: As far as I know, the Abstract (also this email’s attachment), is written as the final section of the Paper, after everything is said and done. Because you are the one doing the methods, the analyses, the results, and the discussion, I leave it up to you to key in the two or three remaining sentences for the final Abstract. Hence, the initial Abstract: â€Å"In an attempt to initiate a reliable measure of the levels of perceptions of Criminal Justice Major Undergraduate College Students, this study possibly sharpens the definition of predictive behavior of the students who as respondents were surveyed by use of carefully formulated questionnaires to determine their general perceptions of the U. S. Criminal Justice System, their general perceptions on immigration law, immigration reform, and immigration control, as well as the students’ specific perceptions on the U. S. ’s ongoing Mexican immigration control. To perform comparison, the perception scores were statistically analyzed carrying out correlation test, t-test, and regression analyses tests between the general perception scores versus the specific perception scores. The results showed that   † Thank you very much. Very truly yours, Writer of†32344972† Urgent revision xxx Urgent revision on your â€Å"A STUDY OF UNDERGRADUATE COLLEGE CRIMINAL JUSTICE MAJOR STUDENTS PERCEPTIONS OF THE CRIMINAL JUSTICE SYSTEM†. Date Revision Deadline Instructions March 19 8:16 March 20 8:16 I am still waiting for the Abstract to be downloaded in a Word document to complete my order. Once again, this was one of the three items I requested in my order. xxx

Organizational Communications Analysis Women’s Resource Center at Norman, Oklahoma

The Women’s Resource Center was originally started in 1973 and 1974 during the winter. It was originally started by a graduate student who wanted to assist women who were in transition points in the life. This organization could not function without effective communication and to analyze the communication strategies of the organization can provide helpful information that could further improve them. This included those women who were looking for employment as well as women who wanted to return to school. Since its opening the center has developed many programs and services (â€Å"History.. † 1). There are many programs available at the Women’s Resource Center and these include WRC Victims of Domestic Violence Shelter (providing safe temporary housing to victims of domestic violence and their children); Rape Response Team (trained volunteers who are available to meet with rape victims at the ER); counseling (specialized for victims of sexual assault or domestic abuse); WRC Education Program (offers staff that speak in a variety of places for about topics having to deal with domestic violence, date rape, healthy relationships and other topics); Children’s Program (groups that focus on letting children express their emotions and feelings); Court Advocacy (court advocates to help women through the legal system); and WRC Cells (a program to offer victims cell phones at no cost in case of an emergency) (â€Å"Programs.. † 1-2). There are also some training workshops. The main one is SANE (Sexual Assault Nurse Examiner) Volunteer Training, a specialized trainin g for nurses to learn how to do forensic rape test kits (â€Å"Training†¦Ã¢â‚¬  1). Effective communication is one of those things that are important to how well an organization is run. The Women’s Resource Center in Norman, Oklahoma has a lot of strengths in their communications. They do a good job of training both their staff and their volunteers. They work with their staff on issues about communications and knowing when to talk and when to be able to allow others to talk as they are dealing with people in very difficult situations. They learn how to effectively communicate for the situations that they are in where there is a high risk to the women that they are talking to. This means that there is a lot of training put into the idea of communications for this organization. Their main strength in communication is the overall ability to communicate effectively with those who are in a tough situation. The reason that this works so well is that there is a great deal of things in the communication process (Lee 2). Knowing the communication process can greatly help how communications are for people. According to Lass well’s model of communication there needs to be an effect for the communication to take place. What this is saying is that what is being communicated needs to have a point and a direction. In this communication process the organization is trying to point out that women deserve respect and self assurance (Lee 3). The idea of effective communication for change is something that this organization does well. The organization has made a lot of changes in the past both the long term past and the recent past. These changes are effectively communicated if three major components are available in the strategy. This study by Larkin and Larkin stated: â€Å"Communicate only facts; stop communicating values. Communicate face to face; do not rely on videos, publications or large scale meetings. And target front line supervisors; do not let executives introduce the change to frontline employees. † This is an example of the effective things that Women’s Resource Center communicates as they use a strategy that shows that each level learns new things (Cheney 330). Some of the negative things that are done at the Women’s Resource Center with communications are that the trainings are not available to the public for information. They do offer some training seminars but in the end the trainings are not available as a program on the intense level. The communication process is not as well done in advertisement or getting the word out about the programs that are available. Another area that shows weakness in communication is the organization. There is not a strong organization in this company and there are many different people volunteering and/or working for the agency. Some of the areas that could use improvement include the areas of communication about the organization and throughout the organizations volunteers and employees. This meaning that they all could use better communication to communicate between one another. The idea as stated in the same study as above is that there is sometimes little credibility to the values could be one of the communication problems in this area as it would be a problem in communicating and that the upper management and board of directors have not had a very clear vision with the Women’s Resource Center as many things have changed about their main values and ideas since the creation of the center which could cause some confusion (Cheney 330-333). A second area that has caused some problems with communications in the organization has been a lack of employed resources. This means that there are a lot of volunteers who might not have the same standards to communicating needs as regular full time or even part time employees would have. In order to effectively improve these areas there would have to be a system set up which would give both volunteers and employees a chance to express their feelings and ideas without the fear of being persecuted and with the idea that anyone who is involved has an opinion that matters. The idea that communication is a big part of leadership and how well leadership runs is based on the leader’s ability to communicate effectively. In this case this would be an area for needed improvement (Cheney 205-206). There are many areas where improvements could be made in the communication processes with the Women’s Resource Center. Some of these areas are that the management could be give better support to all of the volunteers and employees alike. Another thing that could happen is that those who are involved would be able to voice their opinions and give a case for care. They would be able to effectively communicate their needs in a process that would be pre-developed by management as it would be something that they could use on a regular basis. This means that they would be able to better manage their communications needs by effectively learning how to resolve issues and discuss issues with proper communications. The theory of Schramm on communication and the idea that overlapping boundaries and experiences make for easier communications is key in the field and services that the Women’s Resource Center is providing. It is in this process that these workers and volunteers would be able to communicate better with the clientele based on whether or not they had shared the same or similar experiences in their past (Lee 3-4). The strengths and weaknesses for this organization were apparent when reading over the press releases and other information available about the organization. Also the writer observed the communication aspects while working for the organization prior to returning to graduate school. This was observed through being a part of the organization’s training and programs. It was also observed through understanding information about the programs and how they are communicated to the public. Being able to effectively communicate is very important in the field of social work and for social service agencies. The one area where communication is well done is between the staff and the victims that come in for services as the training programs in this area are very good. Therefore their main strength is being able to communicate well to women in tough situations. The Women’s Resource Center is an organization that needs to have superior communication skills in order to deal with the problems that are being affected on a regular basis through their organization as they readily do not know what is going on and sometimes are in need of being able to communicate in a more effective manner. One of the main problems has been a lack of communications through the numerous volunteers and employees and in the end it has been a cause for some communication gaps. The main thing that can be done to improve the status of these things is for there to be a better communications system in place in general for the organization. This means that the organization would have better communication between the management and the employees and volunteers. Some of these communication gaps are what are causing the down fall for this organization and are some of the leading causes of the overall conflict that is experienced within the organization. There are always going to be â€Å"inherent challenges† when discussing communication and workplace environments (Messersmith 1). In the end communication is very important in all areas of life and when there is effective communications in some areas it lends hope to the idea that there could be effective communications in all areas of an organization. While analyzing communications for the Women’s Resource Center it is no wonder that there are many different types of communication used and it is no wonder that there are some needs for improvement. Most of the need for improvement falls on the overall board of directors and their ability to create a clear plan for what they want and what is going on within the organization. Without this they are not able to give back to the organization what is needed in order to be effective in their management and other skills. So what is needed is for the organization to work on their being able to communicate better within the organization through a set system in place for communications. This would mean that no matter when the individual was seen and whom she was seen by the whole organization would be able to help her in the future. Preparing basic short case studies and sharing them during a team meeting would be one way that this could be possible. Part of this is also being open about the organization’s needs. â€Å"Employees need to be aware of the challenges the company is facing so that they can do their part to help. † A second thing that needs to be done better is the communications that are given between the organization and the community, meaning that the community would be better informed in the future (Basili 2).

Making Print Pretty with Microsoft Word

Making Print Pretty with Microsoft Word Print on Demand makes publishing print books easy, but to look professional, formatting is key. Here are general tips for a polished layout using Microsoft Word. Check your Help menu for specifics on your version of Word. Start setting up as you write: = Use the indent setting rather than tabs or hitting the space bar several times. This allows you to adjust your indentations precisely. (Use the Find and Replace option to remove tabs or extra spaces, replacing with nothing.) = Use section breaks rather than page breaks between chapters. More on this later. Save a document specifically for your print version, separate from your ebook version. Set your page size to the books trim size. 6 x 9 is common. For margins, use Custom Margins. Select Multiple Pages and then Mirror Margins for different inside and outside margins. For CreateSpace POD, your interior margin must be at least .375 for books up to 150 pages, and .75 for books with 151 to 400 pages. Other margins must be at least .25 inches but may be larger for aesthetics. You may also need to adjust your header and footer distances to get the margins you want. I use Top Margin .7; Inside .75; Gutter 0; Bottom .3; Outside .3. Find print books that are visually appealing to you and measure their margins. The first page is automatically a right-hand page. Make this a title page. The following pages list the publisher, ISBN, dedication, etc. Study traditional books on your shelf for ideas. Use section break between every page. The first chapter should start on a right-hand page. All other chapters can start on either the left or right page in novels. Non-fiction books should have a blank page before each chapter. If you need a blank page, insert an additional section break. Choose your font and type size. Adjust the leading, the space between lines. In Word 2007, go to the Home Tab - Paragraph - Line Spacing and choose Exactly and then the leading you want. 12.4 and 13.3 are common for leading, but you may want more or less depending on the font and font size. Make sure youre not cutting off hanging letters from the line above. Double check in the PDF version of your document, as it may look different from the Word version. Use a serif font and keep fonts simple. Avoid large passages of hard-to-read italics, cursive-style fonts, etc. Use double justified text (not ragged right). Title and other front matter may be center justified. Format chapter headings. You may want to center these and adjust the size. Study other books for ideas, and play around to see whats possible. Use the Insert button for any interior art. Insert your Headers or Footers with page numbers. Use alternating pages to put your author name on one page and the book title on the facing page. Adjust the font and font size. Remove any extra returns forcing hidden blank lines. Set your header with no header on first page, to remove headers on title pages and the first page of each chapter. Avoid headers in your front and back matter. Using section breaks between every page plus no header on first page should remove these. Review for widows, orphans, rivers, etc. Be sure your formatting is consistent. Save a copy as a PDF, choosing standard format. Check the ISO option if its not embedding the fonts. Double-check that all your formatting came through, such as italics and spacing. Now you can upload your document. CreateSpace leads you through the process. Make sure that you choose the trim size equal to your formatted document. Order a proof copy and study it for errors. And now youre in print! Resources Industry standards from The Chicago Manual of Style Proper typography marks, such as em versus en dashes Tips for using graphics within the text DIY Book Formats has an online tutorial for How to Format a Book in MS Word CreateSpace has downloadable templates and instructions CreateSpaces Trim Size chart lists available trim sizes