Introducing Referencing
Referencing is the key means by which you can avoid plagiarism and is central to the practice of academic honesty. The basic idea is that any time you use information, ideas or words from another source you need to use referencing to acknowledge the original author.
Using someone else’s ideas without clearly identifying that this is what you have done is an obvious breach of the principles of trust and fairness which support academic endeavour.
It can sometimes be difficult to know what you are required to reference, and many students mistakenly believe that it is only academic publications which need referencing.
In fact any time you use someone else’s ideas or information you need to reference: if you do not, you are plagiarising. The following lists help you understand when referencing is necessary and when it is not.
When completing an assignment, the following sources must be referenced: * books and textbooks * journal articles * newspapers and magazines * pamphlets and brochures * films, documentaries, TV programs and advertisements * web pages and all computer-based resources including blogs and blog posts, podcasts and vodcasts * letters and emails * personal interviews * lecture and tutorial notes * communications with lecturers, tutors and other professionals (emails and conversations) * reproduced * tables * charts * graphs * formulae * diagrams * illustrations * images * photographs
When completing an assignment there is no need to reference: * your own observations - for example, in the experiment results section of a report * your own writing about your own experiences - for example, in a reflective journal * your own thoughts, comments or conclusions * your own analysis or evaluation - for example, in the opportunities and risks and recommendations sections of a report
References: The following passage is taken from page 180 of Schminke, M., Arnaud, A. and Kuenzi, M. 2007, ‘The power of ethical work climates’ � , Organizational Dynamics, vol. 36, no. 2, pp. 171-186. In enhancing moral awareness, organizations should explain clearly what constitutes unethical and illegal behaviour, and specify desired employee behaviours for all stakeholders in the organisation (Schminke, Arnaud and Kuenzi 2007). Rowold and Heinitz (2007) make a link between trust and the transformation of followers in the following way: In addition, if the leader is a trustworthy model and represents a code of conduct, transformation occurs more easily