This document discusses documentation and citation guidelines. It states that documentation is important for verifying information and avoiding plagiarism. Sources should be documented through in-text citations and a reference list using a specific style such as APA or MLA. In-text citations identify sources within the body of the text and reference lists provide full citations for all sources alphabetically at the end. The document provides examples of in-text citations and formatting guidelines for reference lists according to APA style.

1. Documentation
According to Bovee and Thill (2018) documentation is both an
ethical responsibility and important for readers so they can
verify the information. Any information that comes from
another source should be documented. Plagiarism is the stealing
and using the ideas or writings of another as your own
(Webster’s II, 1984).Sources should be documented through
footnotes, endnotes, and/or bibliography pages and with in-text
citations. For academic writing, both documentations are
required. The format and type directly depends on the
documentation style the writer chooses to use.
For most writing documentation comes in two formats: in-text
citations and a Works Cited, References, or Bibliography at the
end of the document. The Works Cited/Reference/Bibliography
page(s) details, in alphabetical order, all the sources that were
used within the report/assignment. The format for this page(s)
should follow the documentation style chosen for the paper.
Plagiarism, presenting the work of another person as your own,
is unacceptable. You will receive a zero if you copy any
information directly and do not use quotes and an-text citations.
A long quote, 40 or more words, is indented ½ inch from the
left side. In-text citations are a must for quotes, factual data,
and paraphrased ideas from another person. The in-text citation
is slightly different for a long quote.
Paraphrasing is putting information from another author into a
paper using your own words. If you paraphrase information in
your own words, but the idea comes from someone else, you
must give the person credit (in-text citation) toward the
beginning of the information/paragraph. Make certain that all
in-text citations have full citation information listed on the

2. Works Cited/References page at the end of the report.
In-text citations identify the source of information within the
body of the paper and may follow one of two formats. The in-
text citation may be located within parentheses after the
information and before the sentence ending punctuation or may
be included as part of the text. What is important is that the in-
text citation is present. The reader of the document should be
able to quickly go to the sources listed at the end of the
document and find the full citation.
Example within the text (APA): Darwin and Sutherland (1984)
first demonstrated that accompanying the leading portion of
additional energy in the F1 region of a vowel with a captor tone
partly reversed the effect of the onset asynchrony on perceived
vowel quality.
Documentation will
1. Strengthen the argument.
2. Provide protection against plagiarism.
3. Provide information for the reader. (Guffey & Loewy, 2008)
On the following two pages are a checklist for formatting the
reference list and examples.
APA Documentation (7th Edition)
APA (American Psychological Association) documentation is
the most frequently used citation style. If you are submitting an
article for publication, you should buy a manual for reference.
Your References page should be listed alphabetically by author
for any style. APA style uses the hanging indent format with
second and subsequent lines indented.
Developing a Reference List according to APA style:

3. · Format entries as hanging indents
· List all references in alphabetical order by author
· List all author names in reverse order (last name first), and
use only initials for the first and middle names.
· Arrange entries in the following general order: (1) author
name, (2) date, (3) title information, (4) publication
information, (5) periodical page range.
· Follow the author name with the date of publication in
parentheses
· List titles of articles from magazines, newspapers, and
journals without underlines or quotation marks. Capitalize only
the first word of the title, any proper nouns, and the first word
to follow an internal colon. Italicize titles of books, capitalizing
only the first word, any proper nouns, and the first word to
follow a colon.
· Italicize titles of magazines, newspapers, journals, and other
complete publications. Capitalize all the important words in the
title.
· For journal articles, include the volume number (in italics)
and, if necessary, the issue number (in parentheses). Finally,
include the page range of the article: Journal of Business
Communication, 46(1), 57-79. (In this example, the volume is
46, the number is 1, and the page range is 57-79.)
· Include personal communications (such as letters, memos,
emails, and conversations) only in text, not in reference lists.
· Electronic references include author, date of publication, title
of article, name of publication (if one), volume, and the URL.
· For electronic references, indicate the actual year of
publication.
· For webpages with extremely long URLs, use your best
judgment to determine which URL from the site to use. For
example, rather than giving the long URL of a specific news
release, you can provide the URL of the “Media relations”
webpage.
· APA citation guidelines for social media are still evolving.
For the latest information, visit the APA Style Blog

4. (blog.apastyle.org) or Purdue Owl APA.
· For online journals or periodicals that assign a digital object
identifier (DOI), include that instead of a conventional URL. If
no DOI is available, include the URL of the publication’s
homepage.
APA Examples:
1
Mentoring Program
Duyen Le
University of Nebraska at Kearney
BSAD 295-04
Professor Alyse Pflanz
April 11, 2021
2
TO: The executive committee

5. FROM: Duyen Le
DATE: April 11, 2021
SUBJECT: Mentoring Program
This mentoring program aims to elevate the relationship
between the mentors and the
mentees. However, the number of employees in need of
mentoring exceeds that of mentors.
Therefore, a specific number of about 20 persons whose need
for mentoring is essential for the
company's production shall be under consideration, and the
scheduling will be at an appropriate
time for everyone. It shall create morale among the employees
who feel overworked, thus yielding
high production for the company.
Benefit to mentors
The following visual is a presentation of how mentors benefit
from mentoring programs.
Image 1: Benefits of mentoring
(Daily advisor, 2021)
Alyse Pflanz
91100000000021584
This is too early in the proposal to share details like this. You

6. want to hook the reader in with interesting information about a
few of the issues and then state you are proposing the adoption
of a formal mentor program and then in the statement of
purpose share what you will be discussing throughout the
proposal
Alyse Pflanz
91100000000021584
The formatting for a memo would be single space and then
double space between each paragraph. Don't tab in the
paragraphs either.
Alyse Pflanz
91100000000021584
These should be aligned on the left margin - you tab in after the
colon to line up with the subject line
Alyse Pflanz
91100000000021584
This image should have been smaller and not as skewed - use
tight wrapping for formatting the image
3
The mentors' knowledge or advice depends on the goal or a
specific format of a mentoring
relationship. Mentors likely share information with mentees
regarding their career path or provide
emotional support. The role of mentors changes when the wants
of mentees changes. What is in
for the mentors is building relationships; basically, building
trust must be an essential ingredient

7. for a successful mentoring relationship (Tjan, 2017). For this to
be achievable, a mentor should
refine their rapport-building skills and learn to pay attention to
all facets of how they conduct
communication. How they talk, their look is also part of
creating a conductive or safe environment
for the mentees.
Mentors are also required to set expectations from the start of a
formal mentoring
relationship. The expectations may include deciding when and
where they meet and
communicating between meetings, and determining the
relationship's length—refining these
leadership skills aid mentors in becoming more effective team
leaders when chosen to manage
projects.
Reasons for motivation in helping lower-level employees
The motivation of employees is essential to an organization's
success. The level of
commitment, energy, and drive that the company employees
bring to the role daily helps
maximize profit output in any organization (Conrad et. al,
2015). Without these, companies are

8. likely to face low output levels and reduced productivity, and
the company can fall short of
reaching its essential goals.
Measuring the success or failure of the mentoring efforts
Below is a picture demonstration of effective mentorship from
Pinterest website.
Alyse Pflanz
91100000000021584
You'll want to be the one to provide direction on this for
recommendations. The more details you recommend, the more
likely they'll consider adopting the program - would this be on
company time? paid time? think about what you would be
willing to do as a mentor/mentee
4
Image 2: Effective Mentorship
(Pinterest, 2021)
Mentoring is a situation where more experienced or
knowledgeable individuals guide the
less experienced persons. The relationship of mentoring benefits
both the mentors and the
mentees. The role of mentoring as an essential mode of
development and learning is highly

9. accepted; this is quite evident since more research proves the
efficacy of mentoring with positive
outcomes like retention, engagement levels, and improved skills
(Gandhi and Johnson, 2016).
However, hesitation or resistance is also felt in more
organizations regarding the investment of
informal mentoring programs or scaling up an already existing
one. Reluctance being a failure in
mentoring efforts is because the generic data about mentoring is
not always convincing, as
specific data tend to illustrate the success or effectiveness of
mentoring within any given
organizational context. For determining or demonstrating the
success or effectiveness of a
mentoring program to establish value effort of mentors involved
and its credibility, the following
need to be considered:
Alyse Pflanz
91100000000021584
same info as the image comment above
5
a) Pulse check: Observing duration or frequency is always
insufficient to gauge success; it is,

10. therefore, essential to questioning participants to rate the ease
of navigation through the program,
evaluate their comfort with the pace of the program, descri be
the challenges faced by mentees, and
also to rate the resources available for the program. It is
achievable through conducting surveys
depending on the environment of the organization. As these
happen mostly throughout mentoring,
qualitative and quantitative information gets captured. It helps
understand the issues and aid in
problem-solving and course corrections.
b) The experience of mentors and mentees: it is essential to
engross separately with mentees
and mentors to understand the program's ground success. The
understanding creates a safe space where
mentees and mentors can give honest feedback while discussing
the concerns (Johnson & Gandhi,
2015). The feedbacks can also provide success stories that can
be shared across the organization.
Alyse Pflanz
91100000000021584
You'll need a conclusion wrapping everything up - also making
your recommendations and having a specific call to action for
what the next steps are. Should they review this by email and

11. get back to you? set up a meeting to discuss?
6
References
Daily Advisor (2021). Google.com.Redirect Notice. Retrieved
20 April 2021, from
https://www.google.com/url?sa=i&url=https%3A%2F%2Fhrdail
yadvisor.blr.com%2F20
18%2F02%2F19%2Fstep-step-design-effective-mentorship-
program-part-
2%2F&psig=AOvVaw1XVwSL8qUvOhSwpTEqChfC&ust=1618
991402603000&sourc
e=images&cd=vfe&ved=0CA0QjhxqFwoTCOjQ-
46rjPACFQAAAAAdAAAAABAD.
Gandhi, M., & Johnson, M. (2016). Creating more effective
mentors: mentoring the mentor. AIDS
and Behavior, 20(2), 294-303.
Johnson, M. O., & Gandhi, M. (2015). A mentor training
program improves mentoring
competency for researchers working with early-career
investigators from underrepresented
backgrounds. Advances in Health Sciences Education, 20(3),
683-689.

12. Tjan, A. K. (2017). What the best mentors do. Harvard Business
Review, 2(27), 17.
Conrad, D., Ghosh, A., & Isaacson, M. (2015). Employee
motivation factors. International
Journal of Public Leadership.
Pinterest (2021). Google.com. Redirect Notice. Retrieved 20
April 2021, from
https://www.google.com/url?sa=i&url=https%3A%2F%2Fwww.
pinterest.com%2Fpin%2
F141300507046771313%2F&psig=AOvVaw0UXjPsjUoVFi8MS
m3VQPO1&ust=16189
99378821000&source=images&cd=vfe&ved=0CA0QjhxqFwoTC
IC7qO3IjPACFQAAA
AAdAAAAABAD.,
https://www.google.com/url?sa=i&url=https%3A%2F%2Fhrdail
yadvisor.blr.com%2F2018%2F02%2F19%2Fstep-step-design-
effective-mentorship-program-part-
2%2F&psig=AOvVaw1XVwSL8qUvOhSwpTEqChfC&ust=1618
991402603000&source=images&cd=vfe&ved=0CA0QjhxqFwoT
COjQ-46rjPACFQAAAAAdAAAAABAD
https://www.google.com/url?sa=i&url=https%3A%2F%2Fhrdail
yadvisor.blr.com%2F2018%2F02%2F19%2Fstep-step-design-
effective-mentorship-program-part-
2%2F&psig=AOvVaw1XVwSL8qUvOhSwpTEqChfC&ust=1618
991402603000&source=images&cd=vfe&ved=0CA0QjhxqFwoT
COjQ-46rjPACFQAAAAAdAAAAABAD
https://www.google.com/url?sa=i&url=https%3A%2F%2Fhrdail
yadvisor.blr.com%2F2018%2F02%2F19%2Fstep-step-design-

13. effective-mentorship-program-part-
2%2F&psig=AOvVaw1XVwSL8qUvOhSwpTEqChfC&ust=1618
991402603000&source=images&cd=vfe&ved=0CA0QjhxqFwoT
COjQ-46rjPACFQAAAAAdAAAAABAD
https://www.google.com/url?sa=i&url=https%3A%2F%2Fhrdail
yadvisor.blr.com%2F2018%2F02%2F19%2Fstep-step-design-
effective-mentorship-program-part-
2%2F&psig=AOvVaw1XVwSL8qUvOhSwpTEqChfC&ust=1618
991402603000&source=images&cd=vfe&ved=0CA0QjhxqFwoT
COjQ-46rjPACFQAAAAAdAAAAABAD
Alyse Pflanz
91100000000021584
When you revise, use the notes I made on the Report Sources
assignment
1
6
Mentoring Program
Duyen Le
University of Nebraska at Kearney
BSAD 295-04
Professor Alyse Pflanz
April 11, 2021

14. TO: The executive committee
FROM: Duyen Le
DATE: April 11, 2021
SUBJECT: Mentoring Program
This mentoring program aims to elevate the relationship
between the mentors and the mentees. However, the number of
employees in need of mentoring exceeds that of mentors.
Therefore, a specific number of about 20 persons whose need
for mentoring is essential for the company's production shall be
under consideration, and the scheduling will be at an
appropriate time for everyone. It shall create morale among the
employees who feel overworked, thus yielding high production
for the company.
Benefit to mentors
The following visual is a presentation of how mentors benefit
from mentoring programs.
Image 1: Benefits of mentoring
(Daily advisor, 2021)
The mentors' knowledge or advice depends on the goal or a
specific format of a mentoring relationship. Mentors likely
share information with mentees regarding their career path or
provide emotional support. The role of mentors changes when
the wants of mentees changes. What is in for the mentors is
building relationships; basically, building trust must be an
essential ingredient for a successful mentoring relationship
(Tjan, 2017). For this to be achievable, a mentor should refine
their rapport-building skills and learn to pay attention to all
facets of how they conduct communication. How they talk, their

15. look is also part of creating a conductive or safe environment
for the mentees.
Mentors are also required to set expectations from the start of a
formal mentoring relationship. The expectations may include
deciding when and where they meet and communicating
between meetings, and determining the relationship's length—
refining these leadership skills aid mentors in becoming more
effective team leaders when chosen to manage projects.
Reasons for motivation in helping lower-level employees
The motivation of employees is essential to an organization's
success. The level of commitment, energy, and drive that the
company employees bring to the role daily helps maximize
profit output in any organization (Conrad et. al, 2015). Without
these, companies are likely to face low output levels and
reduced productivity, and the company can fall short of
reaching its essential goals.
Measuring the success or failure of the mentoring efforts
Below is a picture demonstration of effective mentorship from
Pinterest website.
Image 2: Effective Mentorship
(Pinterest, 2021)
Mentoring is a situation where more experienced or
knowledgeable individuals guide the less experienced persons.
The relationship of mentoring benefits both the mentors and the
mentees. The role of mentoring as an essential mode of
development and learning is highly accepted; this is quite
evident since more research proves the efficacy of mentoring
with positive outcomes like retention, engagement levels, and
improved skills (Gandhi and Johnson, 2016). However,
hesitation or resistance is also felt in more organizations
regarding the investment of informal mentoring programs or
scaling up an already existing one. Reluctance being a failure in
mentoring efforts is because the generic data about mentoring is
not always convincing, as specific data tend to illustrate the
success or effectiveness of mentoring within any given

16. organizational context. For determining or demonstrating the
success or effectiveness of a mentoring program to establish
value effort of mentors involved and its credibility, the
following need to be considered:
a) Pulse check: Observing duration or frequency is always
insufficient to gauge success; it is, therefore, essential to
questioning participants to rate the ease of navigation through
the program, evaluate their comfort with the pace of the
program, describe the challenges faced by mentees, and also to
rate the resources available for the program. It is achievable
through conducting surveys depending on the environment of
the organization. As these happen mostly throughout mentoring,
qualitative and quantitative information gets captured. It helps
understand the issues and aid in problem-solving and course
corrections.
b) The experience of mentors and mentees: it is essential to
engross separately with mentees and mentors to understand the
program's ground success. The understanding creates a safe
space where mentees and mentors can give honest feedback
while discussing the concerns (Johnson & Gandhi, 2015). The
feedbacks can also provide success stories that can be shared
across the organization.
References
Daily Advisor (2021). Google.com.Redirect Notice. Retrieved
20 April 2021, from
https://www.google.com/url?sa=i&url=https%3A%2F%2Fhrdail

17. yadvisor.blr.com%2F2018%2F02%2F19%2Fstep-step-design-
effective-mentorship-program-part-
2%2F&psig=AOvVaw1XVwSL8qUvOhSwpTEqChfC&ust=1618
991402603000&source=images&cd=vfe&ved=0CA0QjhxqFwoT
COjQ-46rjPACFQAAAAAdAAAAABAD.
Gandhi, M., & Johnson, M. (2016). Creating more effective
mentors: mentoring the mentor. AIDS and Behavior, 20(2), 294-
303.
Johnson, M. O., & Gandhi, M. (2015). A mentor training
program improves mentoring competency for researchers
working with early-career investigators from underrepresented
backgrounds. Advances in Health Sciences Education, 20(3),
683-689.
Tjan, A. K. (2017). What the best mentors do. Harvard Business
Review, 2(27), 17.
Conrad, D., Ghosh, A., & Isaacson, M. (2015). Employee
motivation factors. International Journal of Public Leadership.
Pinterest (2021). Google.com. Redirect Notice. Retrieved 20
April 2021, from
https://www.google.com/url?sa=i&url=https%3A%2F%2Fwww.
pinterest.com%2Fpin%2F141300507046771313%2F&psig=AOv
Vaw0UXjPsjUoVFi8MSm3VQPO1&ust=1618999378821000&so
urce=images&cd=vfe&ved=0CA0QjhxqFwoTCIC7qO3IjPACFQ
AAAAAdAAAAABAD.,