Running head: EMPLOYEE PERFORMANCE 1 Employee Performance Kyle B. Amstead University of Maryland University College April 18, 2019 Hi, Kyle, This is a fine start for your Six Source Essay that brings together six totally new sources on your topic on employee performance. You clearly identify four elements of discussion and provide a definitive thesis. You also synthesize your sources well in some areas. Note that you could have used the same four sources from your Four Source Essay, and in fact, some of those sources may have worked better here. Consider this when moving on to your Literature Review (WA #4); instead of researching new articles, you might use the ones you’ve already located and reviewed to save yourself some time and effort. When you revise, I’d like for you to focus on your organization and on providing more detailed information on the studies themselves. Please consider the following: (1) Work on paragraph coherence and unity. This means that your paragraphs focus on one main idea and develop that idea, and it moves from sentence to sentence in a seamless manner. I think the lack of unity in your paragraphs tends to stem from your efforts to cover the element of employee performance and then how it should be combined with other elements. It might work better to either split your paper into subsections (as you did with WA #2), based on the individual element (e.g., coaching), and then include two paragraphs within each subsection, where one paragraph focuses solely on one element (e.g., coaching) and the other on that element combined with others (e.g., coaching and training). OR you might define all the elements individually, and then include one single paragraph (or two) on how the elements might be combined for a multi-faceted approach to improve performance. (2) Include study details, and not just summaries.Your discussion should provide some details from the studies themselves, either in the form of direct quotes or specific references to the studies. Your references tend to be very general, so it’s difficult for the reader to distinguish between the different studies. Some details might include the fact Inuwa surveyed non-academic staff at one university in Nigeria or that Mwangi et al. looked specifically at state corporations in Kenya. In short, provide more context for these studies. Follow the rubric below and the annotations when you revise. rubric_SixSource_Essay_2018_2019 (not graded yet) The paper meets the word-count requirement 1300 words or more 1100-1299 words 900-1099 words 700-899 words fewer than 700 words see the columns to the right 10 points 8 points 7 points 6 points 0 points Introduction and thesis Excellent Good Fair Needs improvement Does not pass introductory paragraph introduces the topic 5 points 4 points 3.5 points 3 points 0 points thesis statement is clear in indicating the main point being made .

1. Running head: EMPLOYEE PERFORMANCE
1
Employee Performance
Kyle B. Amstead
University of Maryland University College
April 18, 2019
Hi, Kyle,
This is a fine start for your Six Source Essay that brings
together six totally new sources on your topic on employee
performance. You clearly identify four elements of discussion
and provide a definitive thesis. You also synthesize your
sources well in some areas.
Note that you could have used the same four sources from
your Four Source Essay, and in fact, some of those sources may
have worked better here. Consider this when moving on to your
Literature Review (WA #4); instead of researching new articles,
you might use the ones you’ve already located and reviewed to
save yourself some time and effort.
When you revise, I’d like for you to focus on your
organization and on providing more detailed information on the
studies themselves. Please consider the following:
(1) Work on paragraph coherence and unity. This means
that your paragraphs focus on one main idea and develop that
idea, and it moves from sentence to sentence in a seamless
manner. I think the lack of unity in your paragraphs tends to
stem from your efforts to cover the element of employee

2. performance and then how it should be combined with other
elements. It might work better to either split your paper into
subsections (as you did with WA #2), based on the individual
element (e.g., coaching), and then include two paragraphs
within each subsection, where one paragraph focuses solely on
one element (e.g., coaching) and the other on that element
combined with others (e.g., coaching and training). OR you
might define all the elements individually, and then include one
single paragraph (or two) on how the elements might be
combined for a multi-faceted approach to improve performance.
(2) Include study details, and not just summaries.Your
discussion should provide some details from the studies
themselves, either in the form of direct quotes or specific
references to the studies. Your references tend to be very
general, so it’s difficult for the reader to distinguish between
the different studies. Some details might include the fact Inuwa
surveyed non-academic staff at one university in Nigeria or that
Mwangi et al. looked specifically at state corporations in
Kenya. In short, provide more context for these studies.
Follow the rubric below and the annotations when you
revise.
rubric_SixSource_Essay_2018_2019
(not graded yet)
The paper meets the word-count requirement
1300 words or more
1100-1299 words
900-1099 words
700-899 words
fewer than 700 words
see the columns to the right
10 points
8 points
7 points

3. 6 points
0 points
Introduction and thesis
Excellent
Good
Fair
Needs improvement
Does not pass
introductory paragraph introduces the topic
5 points
4 points
3.5 points
3 points
0 points
thesis statement is clear in indicating the main point being made
7 points
5.6 points
4.9 points
4.2 points
0 points
Body of the essay
Excellent
Good
Fair

4. Needs improvement
Does not pass
The six sources take different perspectives, opinions, or
conclusions on some aspect of the topic, and these distinctions
are clear in the writing
20 points
16 points
14 points
12 points
10 points
the six sources are synthesized, not simply listed, with
coherence and unity demonstrated in the paragraphs
10 points
8 points
7 points
6 points
0 points
The body of the essay features paragraphs in which sources are
used to support the arguments and integrating the sources with a
balance of paraphrase and summary along with direct quotations
15 points
12 points
10.5 points

5. 9 points
0 points
Conclusion
Excellent
Good
Fair
Needs improvement
Does not pass
summarizes the topic or provides additional relevant context to
the topic
5 points
4 points
3.5 points
3 points
0 points
the document demonstrates accurate grammar and punctuation
Excellent
Good
Fair
Needs improvement
Does not pass
sentence accuracy
5 points
4 points
3.5 points
3 points

6. 1 point
word-level accuracy
5 points
4 points
3.5 points
3 points
1 point
punctuation
5 points
4 points
3.5 points
3 points
1 point
APA format
Excellent
Good
Fair
Needs improvement
Does not pass
references cited correctly in the paper
4 points
3.2 points

7. 2.8 points
2.4 points
0 points
references listed accurately on the "references" page
6 points
4.8 points
4.2 points
3.6 points
0 points
other APA style features are demonstrated (font, running head,
page numbers, etc.)
3 points
2.4 points
2.1 points
1.8 points
0 points
Overall Score
Excellent
90 or more
Good
80 or more
Fair
70 or more

8. Needs Improvement
60 or more
Not passing
0 or more
Transfer rubric feedback to general feedback for the assignment
submission.
Employee performance is the measure of how well an employee
achieves the job-related aspects expected of them by their
employer. Employee performance is an issue that has been of
much focus for many organizations and researchers, as
employee performance [it] has been directly linked to the
productivity of an organization. [Avoid repetitiveness in
language and use pronouns or synonyms.] Therefore, companies
are always at a loss on how to best improve this performance in
order to guarantee company performance [their success?].
Several theories such as coaching, training, motivation and
employee engagement have been advanced [that have identified]
[coaching, training, motivation and employee engagement ] as
the major elements in improving employee performance.
[Sentence structure error] However, other theories expose the
level of emphasis played on these theories [elements] in their
individuality. [Do you mean that they expose the drawbacks to
the level of emphasis?] Instead, a multi-faceted approach to the
assessment of factors that inform employee performance is
encouraged. [Clear thesis.]
Coaching is a process that allows individual needs to be aligned
with those of the organization, through the help of a coach.

9. Mwangi et al[.] (2018) [list all authors’ surnames if they
number five or less on first mention; thereafter, use “et al.”]
noted that successful coaching heavily relies on the existence of
a trusting relationship between the coach and the employee. A
coach needs to understand the true nature of the employee, by
assessing the different factors that inform this [? Vague pronoun
reference] such as religion, race, belief system and cultural
background. Coaching has significant effects on employee
performance, for example, increased job satisfaction, clearer job
direction and boosted morale. Mwangi et al (2018) opened that
while training is crucial for every organization, the benefits are
more evident when mixed with those of coaching because
coaching has practices that surpass basic training[,] such as
individual development plans, feedback systems, and personal
action planning. Training has also been linked to motivation and
performance by Robescu & Iancu (2016), who argued that
motivation is irrelevant in regards to performance if it does not
go hand in hand with the necessary skills for the job. The
assumption, therefore, would be that the right employees are
hired, which require only a bit of training, coaching, and
motivation to improve performance. Sendawula et al (2018) also
noted that training is crucial for employee performance as it
builds on the skills the employees have. As a result, it helps
employees in areas such as creativity, problem-solving and
critical thinking. However, the emphasis is placed on the long-
term nature of skill building because the results not only in
personal development, but also improve organizational
performance. [Paragraph coherence and unity. The paragraph
begins clearly with a focus on coaching, but then jumps around
at the end to include training. It might work better to split the
paragraphs into two: one specifically on coaching, the other on
coaching combined with other elements.]
[Transition needed.] Job satisfaction has been linked to superior
employee performance by numerous studies. Job satisfaction is
defined by Inuwa (2016), as a situation where an employee can
admit in all honesty that they find gratification in the kind of

10. work that they do. As a result, measures of job satisfaction
determine how much attached an employee is to their current
job and what feelings do they have towards it, for example,
[whether] positive or negative. Factors that determine the level
of job satisfaction include opportunities for growth, salaries and
benefits and working conditions. Inuwa (2016) further argued
that when discussing job satisfaction, it is imperative that job
dissatisfaction is discussed as well because of the detrimental
effect it has on organizations. While dissatisfied employees may
not leave the organization, they may carry around an attitude
that affects how they perform their work, and their colleagues.
[New paragraph?] There exists an intertwined relationship
between coaching, job satisfaction, and improved performance.
Coaching in itself helps the employee come to several
realizations that boost performance. Alternatively, it leads to
job satisfaction which in itself improves employee performance.
According to Pradhan & Jena (2017), the management of an
organization needs to set effective systems to monitor
employee’s performance. Organizations that are often hailed as
good employers have systems in place that track how employees
are performing and reward those employees. This often serves
as motivation for better performance which leads to job
satisfaction. The research, however, reiterates the view that
incentives do not work the same for all employees (Robescu &
Iancu, 2016). Performance should, therefore, be looked at from
an employee's perspective and not from an activity perspective.
As a result, the management will focus on employee needs and
these needs when aligned with organizational goals will
subsequently lead to improved performance. [Paragraph
coherence and unity. Also, adding some details on the actual
studies would provide some much needed context, which would
help a reader evaluate the research you’re presenting and its
relevance. For example, when first referencing the Inuwa study,
you might mention that it involved non-academic staff at a
Nigerian university, or that the Mwangi et al. study focused on
state corporations in Kenya.]

11. Employers have always struggled with how to motivate their
employees so that they can improve employee performance.
Employee performance can be measured in terms of training and
improvement thus training should lead to an improvement in
performance, and it is only then that performance can be held to
have improved (Inuwa, 2016). Performance improvement can be
measured in terms of factors such as innovativeness (Mwangi et
al., 2018). [Unclear how these two references are relevant to the
discussion.] According to Robescu & Iancu (2016), while
motivation has often resulted in improved employee
performance, it should not be hailed as the only contributing
factor towards performance. Other factors may significantly
impact performance irrespective of whether the employee is
motivated or not. Instead, the argument that skills are parallel to
motivation is advanced. If the workers do not have the
necessary skills to perform at their jobs, then motivation will
not do much to improve performance. If a task is difficult, and
the employee is not well equipped to handle it, even the greatest
case of motivation may do very little to improve the outcome.
The paper also makes an argument for long-term programs to be
used to enhance performance as opposed to short term
incentives. Short term incentives may have a sudden impact but
may wear off just as fast. Additionally, incentives are meant to
inspire rather than force workers to do something (Robescu &
Iancu, 2016). Management should therefore always aim to get
employees reinvested in the work they do and this should be
done by understanding the different types of motivation.
Extrinsically motivated employees are usually interested in
outside job factors, for example, the status the job accords
them, or financial incentives. As such, they will only be
motivated by aspects such as an increase in wages and benefits
or a promotion that accords them a high societal status than the
one they have. Intrinsically motivated employees, on the other
hand, are motivated by factors such as self- satisfaction, or
identifying with organizational goals. Those that believe in the
organizational goals and values are happy that their

12. organization shares the same values as them, and if that changes
they may become demotivated. Alternatively, those who are
satisfied by their jobs because it meets their personal goals may
also not be motivated by money or flexible work hours; hence
organizations should understand individual employees before
trying to motivate them. Muda et al., (2014), also reiterated that
employee motivation may be the single most crucial factor for
performance. Therefore, employers should determine whether
their employees are intrinsically or extrinsically motivated.
There exists a positive relationship between performance and
motivation, since a well-motivated person will require minimum
supervision which results in increased confidence and
performance. Employee engagement is another facet of
performance (Sendawula et al., 2018).If employees are highly
engaged they will have vigor and energy dedicated towards their
job which in turn results in improved performance.
Employee performance is a function of several factors such as
job satisfaction, employee engagement, motivation, coaching,
and training. Each of these factors has been proven to have a
significant impact on the performance of an employee.
However, several studies have suggested that several of these
factors could be used together for maximum performance. For
example, training of employees is important in developing
skills[;] nevertheless;[,] it does not result in improvement if it
is not paired with coaching, which ensures a more personal
focus than training does. Additionally, the motivation of
employees does not work if employees do not have the
necessary skills to accomplish their duties. As a result,
motivation could be paired with training so that the employee
has the necessary skills to handle difficult tasks and as such
will not be easily demotivated. It is therefore imperative that
organizations focus on several factors and not just a one-faceted
approach to employee performance.

13. References
[Include DOIs or URLs for all references.]
Inuwa, M. (2016). Job satisfaction and employee performance:
An empirical approach. The Millennium University Journal,
1(1), 90.
Muda, I., Rafiki, A., & Harahap, M. R. (2014). Factors
influencing employees' performance: a study on the Islamic
Banks in Indonesia. International Journal of Business and Social
Science, 5(2).
Mwangi, Z., Wario, G., Odhiambo, R., & Nzulwa, j. (2018).
Effect of Coaching on Employee Performance of State
Corporations in Kenya. The Strategic Journal Of Business And
Change Management, 5(1), 193-209.
Pradhan, R. K., & Jena, L. K. (2017). Employee performance at
the workplace: a conceptual model and empirical validation.
Business Perspectives and Research, 5(1), 69-85.
Robescu, O., & Iancu, A. G. (2016). The Effects of Motivation
on Employees Performance in Organizations. Valahian Journal
of Economic Studies, 7(2), 49-56.
Sendawula, K., Nakyejwe Kimuli, S., Bananuka, J., & Najjemba
Muganga, G. (2018). Training, employee engagement and
employee performance: Evidence from Uganda’s health sector.
Cogent Business & Management, 5(1), 1470891.
Running Head: IMPROVING EMPLOYEES PERFORMANCE
1
IMPROVING EMPLOYEES PERFORMANCE 9

14. Improving Employees[‘] Performance [or, “Employee
Performance”]
Kyle B. Amstead
University of Maryland University College
April 4, 2019
Introduction [center subheaders]
Employees are major stakeholders, and they contribute to the
overall productivity within an organization. There are a variety
of factors that could influence their performance[,] such as
training and motivating them. Organizational leaders can build
successful companies when they focus on the well-being of their
employees. Without up to date skills to cope with the dynamic
nature of the business, an organization may experience reduced
productivity, [and may] face stiff competition[,] among other
adverse challenges[,] that may end up forcing it out of business.
[Don’t use “among” instead of “and,” because they mean
different things. You can use them together, though, as
indicated.] There are different training and motivation
techniques that are employed [for…? a successful outcome?][,]
and this is what this analysis seeks to explore and how they
impact on the performance of employees. [This introduction is
much more effective. However, your thesis doesn’t accurately
capture what’s covered below. First, the impact on employee
performance is such a small part of this essay, that it shouldn’t
be mentioned here. Secondly, your discussion of training and
motivation is much more complex than what’s suggested here.
Here’s what your essay covers: definitions of training and
motivation, examples of training and motivational programs, the
importance of evaluating these programs, and factors that
should be considered in their implementation.]

15. What are the Training and Motivation Tools That Organizations
can Employ? [This section needs to be better organized. Begin
by introducing the subsection, then deal with one topic at a
time, first training, and then motivation. Suggestions below.]
Training refers to the special skills, ability, and knowledge that
are required to perform the specific job well" (Sharma &
Shirsath, 2014). [If this is a direct quote, be sure to show where
the quote begins; cite the page number.] By training employees,
their productivity is improved[,] and [it] also aids in effective
resources utilization for the attainment of organizational and
personal goals. Companies develop training programs depending
on their needs, but the two major reasons [such programs are
implemented are to] include developing the performance of
workers and programs to acquaint new employees upon their
selection to the procedures, policies, and the rules of the
organization (Sharma & Shirsath, 2014). [Moved from below for
better flow.][Now add a sentence here to define motivation.
Here’s an example based on your text from below: “Motivation
is any method used to get people to do their best despite the
challenges that they may endure. Sharma &[and] Shirsath,
(2014) classifies[y] motivations to integrate both [as either?]
intrinsic and extrinsic. These two influences on the employee
job performance. An example of intrinsic motivation is verbal
appreciation[,] while rewards such as bonuses affect[represent]
extrinsic motivation. Continuous learning is a form of employee
motivation which most employees need to feel good about their
jobs and thus perform optimally. (Ganta, 2014). Some
employees may also find motivation through reward and money
(Ganta, 2014). Sharma & Shirsath, (2014) classifies motivations
to integrate both intrinsic and extrinsic whereby these two
influences on the employee job performance. An example of
intrinsic motivation is verbal appreciation while rewards such
as bonuses affect extrinsic motivation. [Focus on introducing
your point in this subsection first, and then go into detail. Save
these details on motivation for your paragraph on motivation
below.]

16. What are the training techniques are employed by
organizations? [Good. You’ve started with your point.] [The]
Lecture approach is an effective training technique where large
amounts of information can be transmitted to a large number of
employees at the same time. This is a traditional methodology
that organizations can employ to train their employees and also
maintain cost effectiveness. Workshops can also be used as a
strategy to train employees where aspects such as conflict
resolution, communication, [and] problem solving[,] among
others [skills] are trained [taught]. There are [also] other
training methods such as apprenticeship, simulations, case
methods, internships, coaching and mentoring, discussions,
computer-based, role-playing among many others (Sharma &
Shirsath, 2014). [Join this paragraph with the next so your two
sources can be synthesized together.]
The training programs depend on the level and learning of the
trainees. For instance, to motivate employees to join
organization skills training and remedial educations are relevant
programs [for employee motivation]. [Mixed construction. One
way to fix is indicated.] Each training program that is employed
seeks to teach employees on new things that they are expected
to apply to improve on productivity (EL Hajjar & Alkhanaizi,
2018). [“El”]
Companies develop training programs depending on their needs,
but the two major reasons include developing the performance
of workers and programs to acquaint new employees upon
their selection to the procedures, policies, and the rules of the
organization (Sharma & Shirsath, 2014) [moved above]
Theories have been used to support the idea of motivation in
organizations. These include the Maslow hierarchy of needs,
Vroom's theory, skinners theory and Herzberg's two-factor
model (Khan, 2012; Ganta, 2014). All these theories stress the
ways to get people to do their best despite the challenges that
they may endure. [This sentence moved above.] This shows the
power in m[M]otivating employees because [leads to] improved
performance will be realized and thus [to] a competitive

17. advantage for any organization. How can managers facilitate
motivations to improve on performance? Employees will only
attain goals that they are motivated o achieve; otherwise, they
will not do what the management wants. Ganta, (2014) outlines
seven motivation strategies that are crucial to every
organization. These are "positive reinforcement/high
expectations, effective discipline and punishment, treating
people fairly, satisfying employees needs, setting work-related
goals, restructuring jobs and base rewards on job performance."
[(p. #?)]. Organizational managers should put effort into
reducing the gaps that may exist from the employees actual and
desired state (Ganta, 2014; Khan, 2012)[.][Okay, but then end
with the point you were making about motivation and a link
back to your thesis to wrap this up. For example, “Motivation
thus plays an integral role blah blah blah…”]
[Begin with a topic sentence that introduces your point: “There
are several different kinds of motivation that can be employed
by organizations” or other.] Training is one of the techniques
that are used for motivating employees (EL Hajjar &
Alkhanaizi, 2018; Sharma & Shirsath, 2014). Other techniques
that can be employed for workers[‘] motivation include job
rotation, job enrichment, and job enlargement. Job rotation is an
approach where the employees learn various operations on the
processes of one role and then rotates through other processes
in a set period. In job enrichment, workers are given more
control over their roles and more responsibility on the needed
functions like design, execution, and output. Job enlargement
approach integrates having employees handling more work of
similar nature compared to what they already do, and this
ideally kills boredom and motivates them to work harder. [Good
details! But cite your source, and end here by wrapping up this
section.]
Factors Influencing the Effectiveness of Employee Training
Apart from training employees, it is important that
organizations evaluate the credibility of the[se] training
programs [in order to be successful?]. How can this be done?

18. An effective training program should address the needs that it
was designed for and effectiveness can be addressed through
participants[‘] opinions, behavioral change, accomplishing the
training aims, changes in behavior and benchmarking (Sharma
& Shirsath, 2014). [Clear start for this section.] A study by EL
Hajjar & Alkhanaizi, (2018), seeks to evaluate the effectiveness
of training programs and focuses on a selected training academy
in the Kingdom of Bahrain where organizations measure
effectiveness [is measured] through aspects such as training
contents, training environment, facilities and material, training
schedule and presentation style. [Nice addition of detail.] The
core training programs included accounting and leadership
skills, management training programs and customer relationship
management. The study was conducted on a total of 143
trainees[.] where the findings concluded on [It found] the
presence of a strong linear correlation between the above named
five independent variables and training effectiveness and the
dependent variable (EL Hajjar & Alkhanaizi, 2018). [So, in your
own words, what does this mean in terms of the point you’re
making in this paragraph?]
The training activities that are selected should aim at improving
the processes of learning and teaching. They can be interactive,
web-based training or instructor-led sessions[,] among others
(EL Hajjar & Alkhanaizi, 2018). The training environment
should be effective such that it does not detract employees from
learning[,] and the aspects that need to be considered include
seating arrangement, the trainee's attitude, and building space.
[Run-on] Training facilities should offer a technologically
advanced and flexible environment for learning (EL Hajjar &
Alkhanaizi, 2018; Sharma & Shirsath, 2014). The training
schedule should be such that it addresses relevant issues with
the main aim of motivating the employees. Finally, the
presentation style matters because the trainer should mainly
focus on motivating the workers and improve their desirability
of learning new skills and ideas (EL Hajjar & Alkhanaizi,
2018). [Wrap up this section.]

19. Impact of Training and Motivation on Employees[‘]
Performance
This section is so short that it should not be its own subsection
and should just be included in your conclusion. However, for
your next assignment, you might look specifically at research
on this subsection so that you can add new info here.]
The study[ies] by Khan, (2012) and Sharma & Shirsath, (2014)
concludes that training has a greater contribution to
employees[‘] performance compared to [than] the aspect of
motivation. The two studies, however, assert that there is a
positive relationship between the performance of employees and
training and motivation. The managers, therefore, need to
facilitate continuous training and development programs for
their employees and also motivate them through the above-
discussed means like monetary form, job rotations among others
to improve on their performance and the overall organizational
productivity.
Conclusion
An employee's performance plays a major role in the
productivity and competitive advantage of an organization.
When the employees are intrinsically motivated, their job
satisfaction and performance will improve. Training will ensure
that they have up to date skills to perform the needed tasks and
it also increases their motivation. The organizations, therefore,
have a duty of empowering their workers, ensuring
effectiveness in their training and motivation which will
increase retention of qualified workers and thus consistent and
improved performance. [See corrections to references list
below.]

20. References
El Hajjar, S. T., & Alkhanaizi, M. S. (2018). Exploring the
Factors That Affect Employee Training Effectiveness: A Case
Study in Bahrain. SAGE Open, 8(2),
Doi:10:1177/2158244018783033.
Ganta, V. C. (2014). Motivation in the Workplace to Improve
Employee Performance. International Journal of Engineering
Technology, Management and Applied Sciences, Volume
2,Issue 6, ISSN 2349-4476. doi/URL
Khan, M. (2012). The impact of training and motivation on the
performance of employees. Business Review, 7(2), 84-95.
DOI or URL?
Sharma, V., & Shirsath, M. (2014). Training –A motivational
tool. IOSR Journal of Business and Management (IOSR-
JBM), Volume16, Issue 3. Ver. III, PP 27-35.
Writing Assignment #3
The Six-Source Essay:
Expanded Synthesis
Summary of assignment
• Task: The six-source essay asks you to synthesize the
arguments of six sources

21. • Length: Minimum of 1300 words. The instructor will give
you comments on the first
draft and let you know if you need more development beyond
1300 words.
• Format: APA
• Sources: A total of six sources, all of which you will find
through library searches.
Please use the same topic that you used for writing assignment
#2. It is recommended
that you expand on the essay that you wrote for writing
assignment #2. You will
continue with the topic you have selected and will conduct
additional searches in the
library databases, hopefully focus the topic more, and determine
the six or more sources
to use in this essay.
o Please use only six sources. Please do not incorporate more
than six sources into
this essay.
Articles to Use for the Essay
For this essay, you will select at least six articles on a topic of
your choice. The articles should
be on the same topic but feature different perspectives, research
methods, opinions, or
conclusions about some aspects of the topic.
For example, if you are majoring in cybersecurity, you might
locate six articles about the need
for improved training for employees on mobile security issues.

22. The six articles might take
different angles on the topic. The articles might disagree on
certain points, possibly disagreeing
on the need for more employee training in this area, how to
train employees in this area, or when
to integrate training during an employee’s tenure.
To use another example, if you are majoring in criminal justice,
you might locate six articles on
the CSI Effect. The articles should take different perspectives
on the topic. Perhaps three of four
of them will say that the CSI Effect exists and one or two will
argue that it does not exist. Or
perhaps all agree that it exists but they all take slightly different
approaches to addressing the
problem. Perhaps some were qualitative research studies,
others were quantitative research
studies, and others were mixed-methods research studies.
Overall, try to determine categories of themes into which you
can divide your six articles.
You are strongly encouraged to write on the same topic on
which you wrote writing assignment
#3. You can simply expand on that topic for writing assignment
#4. Please communicate with
the professor if you are considering any significant changes in
your topic.
Point of view
For this essay, you will use third-person point of view.

23. Please do not use first person point of view (e.g., “I,” “me,”
“we”) in writing this essay.
In addition, please do not use second-person point of view
(“you” or “your”) in writing this
essay. For example, instead of “Smith argues that, as a director,
you have a duty to coordinate
cybersecurity efforts...” you would write, “Smith argues that
directors have a duty to coordinate
cybersecurity efforts…”
APA Style
The paper should be formatted in APA style. The video How to
format your paper according to
APA style might be helpful to watch. In summary, you should
observe the following:
• Use one-inch margins.
Double space.
• Use size 12 Times New Roman font.
• Include a running head.
• Include page numbers.
• Include a title page.
• Include a “References” page on which you list the articles in
APA style
• Do not include an abstract. This paper is not long enough to
warrant an abstract.
Submitting the assignment:

24. You will submit a first draft of the essay to the assignment
folder. The first draft will not be
graded. The instructor will provide comments to it.
After receiving comments from the instructor, you will submit a
revised draft. The final draft
will be graded.
Helpful Resources
• Kennedy, M.L. and Kennedy, W., “Synthesis,” from Writing in
the disciplines: A reader
and rhetoric for academic writers. This chapter in in the e-
reserves of our class. It
provides an excellent description of an exploratory synthesis
essay, a literature review,
and a thesis-driven synthesis essay.
• Graff, G. and Birkenstein, C., They Say / I Say: The Moves
that Matter in Academic
Writing with Readings. This chapter in in the e-reserves of our
class. It mentions
various techniques to apply in stating what an author said and
your response to the
author. It is recommended that you read through that chapter so
that you might apply
these techniques to this essay.