THESIS DEFENSE

Presentation by Nagwan Ezz

HRM | 2024

Cairo University

Under the Supervision of Dr. Gamal Shehata

‘organizations do not “perform”: it is the individuals who perform in ways that allow the organization to achieve desirable effectiveness and performance outcomes’

(Delobbe & Akremi, 2014)

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Presentation by Nagwan Ezz | HRM | 2024 | Cairo University

TESTING THE IMPACT OF PERFORMANCE APPRAISAL SYSTEMS PERCEPTION ON ORGANIZATIONAL CYNICISM THROUGH THE MEDIATING AND THE MODERATING ROLE OF PSYCHOLOGICAL CONTRACT VIOLATION AND PSYCHOLOGICAL CAPITAL

(An Empirical Study)

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Presentation by Nagwan Ezz | HRM | 2024 | Cairo University

• PAS crafting pitfalls
• Satisfying all stakeholders
• Attachment to employees’ attitudes
• Problematic attitudes in the educational sector
• Theoretical gap

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RESEARCH PROBLEM

• What type of perceptions do academics have towards the PAS adopted at their universities?

RESEARCH QUESTIONS

• What is the extent of organizational cynicism as sensed by academics?

• What is the moderated mediating role of PCV and PC on the impact that PAS perception has on OC?

• What is the mediating role of PCV on the impact that PAS perception has on OC?

• What is the moderating role of PC on the impact that PAS perception has on OC?

• What is the impact of academics’ PAS perception on OC?

•Determine the type of academics performance appraisal system perceptions

•Determine the extent of organizational cynicism of academics

•Investigate the impact of academics performance appraisal system perceptions on organizational cynicism

•Examine the impact of academics performance appraisal system perceptions on organizational cynicism through the moderated mediating role of psychological capital and psychological contract violation

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OBJECTIVES

RESEARCH MODEL

Performance Appraisal Systems Perception

• Fairness
• Accuracy
• Utility

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Psychological Contract Violation

Psychological Capital

• Efficacy
• Hope
• Optimism
• Resilience

Organizational Cynicism

• Belief
• Affect
• Behavior

H1

H2

H3

H4 Mediates

H5 Moderates

Moderated Mediating Model H6

Negative Strong Significant Impact

Negative Strong Significant

Positive Strong Significant

Quantitative

Cross-sectional

Survey-based

Abductive Approach

• Emerging from practical contexts
• Problem grounding
• Moving back and forth from practice to theory for solving problems

Scientific Reasoning

• One shot surveys
• Unchanged sample

Survey Distribution

• Easily used & analyzed
• Gather sample perceptions and psychological statuses

Questionnaires

• Quantifiable measurement
• Statistical data analysis

Confirmatory Quantitative Study

Research Methodology

Research Design

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Population & Sampling

For Profit

Face-to-face/ Faculties

Post Graduate Programs

Universally Top Ranked

14500. academics

Private universities in Egypt

Central Agency for Public Mobilization and Statistics (CAPMAS) (2023).

Population Size: 3435

Faculty Staff Profiles

METHODOLOGY CONT.

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METHODOLOGY CONT.

Selection Criteria

Proportionate random sampling

Sample Size

Cochran’s sample size formula

n˳= z² × p (1- p) = (1.96)² × 0.5 (1-0.5) = 384.16

Ɛ² (0.5)²

Correction Equation

3435 academics

Inferential Analysis

• correlational Product-moment test
• Structural Equation Model
• Regression Hayes Process test model 14

Descriptive Analysis

• Normality Test
• Exploratory Factor Analysis
• Confirmatory Factor Analysis
• Reliability and Validity tests
• Descriptive Summaries

Statistical Techniques for Data Analysis

SPSS v26 & Lisrel 10.0

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RESEARCH RESULTS

Performance Appraisal Systems Perception

• Fairness
• Accuracy
• Utility

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Psychological Contract Violation

Psychological Capital

• Efficacy
• Hope
• Optimism
• Resilience

Organizational Cynicism

• Belief
• Affect
• Behavior

H1

H2

H3

H4 Mediates

(β= -0.44, t = -7.79, p<0.05)

Supported

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H5 Moderates

(β= 0.08, t = 2.48, p<0.05)

Supported

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H6 Moderated Mediating Model

R² =0.68, F(4, 356)= 192.94, p<0.001

Supported

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Negative Strong Significant Impact

(β= 0.02, t = 0.34, p>0.05)

Rejected

Negative Strong Significant

(β = -0.49, t = -8.99, p<0.01)

Supported

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Positive Strong Significant

(β= 0.89, t =14.35, p<0.01)

Supported

HRM | 2024

Cairo University

Academics Rationality

Thank You

HRM | 2024

Cairo University

Dedication

&

Acknowledgement

HRM | 2024

Cairo University

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Research Methodology Cont.

Variables’ Operational Definitions

Performance Appraisal System Perceptions

Psychological Contract Violation

Psychological Capital

Organizational Cynicism

It is the extent of which employees perceive their appraisal system to be a useful, accurate and fair evaluation of their contribution to the organization (Bagnell, 2012).

It is a negative attitude towards organizations that comprises of “a belief that the organization lacks integrity”, “a negative affect towards the organization” and “disparaging behavior toward the organization that is consistent with these beliefs and affect” (Brandes & Das, 2006).

It is an emotional experience of anger, resentment, aggravation, disappointment and resentment towards employees’ organization after perceiving an unfulfilled promise (Morrison & Robinson, 2000).

An individuals’ positive psychological state of development, and is characterized by: (1) having confidence (self-efficacy); (2) making a positive attribution (optimism) ; (3) persevering toward goals and redirecting paths to goals (hope; and (4) bouncing back and even beyond from adversities (resilience) to attain success” (F. Luthans, et al., 2007).

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• Greller’s (1978) Perceived Utility Scale

[4 items]

• Vest, Scott and Tarnoff, (1995) Perceived Accuracy Scale [4 items]
• Greenberg’s (1993) perceived fairness scale

[8 items]

• Cognition, Affection and Behavior
• Brandes’ (1997) Organizational Cynicism Scale (OCS) [12 items]

• Luthans, Youssef & Avolio (2007)
• PsyCap questionnaire (PCQ)

[12 items]

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• Psychological Contract Violation Survey

[4 items]

• Robinson and Morrison’s (2000) Psychological

Research Methodology Cont.

Research Instrumentation

Performance Appraisal System Perceptions

Psychological Contract Violation

Psychological Capital

Organizational Cynicism

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Theoretical

• Mingle of theories for building the model
• Unique interpretation for the employee/organization relationship
• The moderating role of PC

Practical

• to share their voices with regard to the evaluative system applied
• Technology integrated PAS

Limitations

• Private Universities
• Survey based research with a quantitative positivist approach
• Cross-sectional study

Recommendations

• Public Universities
• Qualitative pragmatic approach
• Longitudinal study
• Comparative studies

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