This presentation was used to deliver the academic writing workshop for taught postgraduate students at Business School, the University of Edinburgh. All content was prepared by Bing Wu Berberich (previously known as Bing Tate), with the support from Deborah Morrison at the School.

1. Planning Your Success – Academic Writing Workshop For Taught MSc Programmes Deborah Morrison Bing Wu Berberich (Tate) November 2011

18. Harvard Style Referencing Sample: The UK institutional change to ‘contract culture’ in early 21 st century influenced the change in workforce structure (Cunningham, 2000 ) [1] . The ‘contract culture’ leads to higher level of competition in the service industry between voluntary and private sector organisations, in order to ‘win the bid for government contracts’. Thus, it becomes more and more important to build and maintain a strong knowledge and skill based workforce for majority of voluntary sector organisations ( Parry et.al. 2004; Rodwell and Teo, 2004; Cunningham, 2008a, 2008b ) . Service sub sector receives the most impact from the implementation of ‘contract culture’. This is because service sector is the one that requires people with specialised knowledge in delivering service, i.e. social, medical/health care, environmental care, heritage reserve and sports community service and many more. Unstable workforce is very likely to cause low quality of service, hence, fails to achieve the results the government expect. So far, Academic researchers across the world have focused on four main areas of interests in studying volunteer workforce – the demographic characteristics of the volunteers; the volunteer motives; organisational behaviour of volunteers and effectively managing volunteers (Anheier & Salamon, 1999; Liebig et al., 2002, Pearce, 1993, all cited in Jager et al., 2009). Volunteer involvement within an organisation is across different function, ranging from management function i.e. governance and general administration to professional function i.e. service providers with specialised skills and knowledge. Despite the increase in the number of paid employees in the sector, roles of committee board members and trustees are carried out by volunteers under the Charity Act 2006 ( Charities and Trustee Investment (Scotland) Act 2005 ). Thus, how well leaders and senior managers plan the strategies of managing volunteers will directly affect how sustainable skilled volunteer workforce is. [1] ‘ From the 1980s, voluntary organisations faced radical changes in their wider economic and political environment (Batsleer, 1995, pp. 225-8). Conservative governments, through legislation such as the 1990 NHS Community Care Act, encouraged local authorities to move from being “monopoly providers” of social services towards a “mixed economy of care”... The aim of this approach was to encourage market forces in the sphere of welfare, with local authorities using devolved budgets to purchase services from voluntary and private organisations in direct competition with each other…The creation of this “mixed economy of care” has led to the majority of major charities being funded by money from the state (Whelen, 1999, p.17)…leading to the creation of the “contract culture”. The result of this change has been that public bodies regulate the voluntary sector by establishing precise, measurable and binding performance criteria and output controls in exchange for funding (Tonkiss and Passey, 1999, p.268)’

19. Footnote style Reference: Human Resource Management (HRM) is the function within an organization that focuses on recruiting and retaining employees, deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training. [1] With the involvement of HR professionals into strategic HR activities, line managers are given more and more responsibilities in HRM, especially on policy compliance; in order to assist the effective implementation of HRM across all levels in the organization. … The employees normally see the management style of their line managers as the reflections of an organisation. Therefore, line managers’ management style directly affects the level of employee engagement, which has a significant impact on employee retention. It is also the reason why different branches in the same organization have different working environment and level of employee engagement also differ. ‘ Recent research indicates a linkage between leadership retention competencies, attrition, job abandonment rates, engagement as reflected by measures of team member satisfaction, and other on-the-job performance measures (Frank & Stone, 2004)’ [2] When the organization receives low commitment and poor work performance from its employees, the executives often think their employees are not ‘talented’ enough; as a result, firms are likely to seek external ‘talents’ to boost the business growth. Many consulting firms also argue the importance of ‘getting the best from current talent market’ [3] . This gives those firms who suffer from low productivity, profit loss the idea that their poor business performance is due to incapable employees they have. [1] http://humanresources.about.com/od/glossaryh/f/hr_management.htm [2] Refer to previous note (21). [3] Refer to the article ‘War for Talent’, McKinsey Quarterly

20. Sample reference list Reference: Taylor, S., Levy, O., Boyacigiller, N. A. and Beechler, S. (2008) ‘ Employee commitment in MNCs: Impacts of organizational culture, HRM and top management orientations ’ The International Journal of Human Resource Management , vol. 19 no. 4, pp. 501-527 Ulrich, D., Allen, J., Brockbank, W., Younger, J. and Nyman, M. (2010) ‘ HR Transformation: Building Human Resources from the Outside in ’ RBL Institute, McGraw Hill Warner, M. (2008) ‘ Reassessing human resource management ‘with Chinese characteristics’: An overview ’ The International Journal of Human Resource Management , vol.19 no. 5 pp. 771-801 Warner, M. (2009) ‘‘ Making sense’ of HRM in China: setting the scene ’, The international Journal of Human Resource Management , vol.20 no.11 pp. 2169-2193 Wilson, M., Chen, S. H. and Erakovic, L. (2006) ‘ Dynamics of decision power in the localization process: comparative case studies of China-Western IJVs ’, International Journal of Human Resource Management 17:9, pp. 1547-1571 http://www.geert-hofstede.com/hofstede_china.shtml http://www.businessgreen.com/bg/news/2033808/china-confirms-green-growth-plan