MASTERS DISSERTATION VIVA

MASTERS IN HUMAN RESOURCE MANAGEMENT

OTHMAN YEOP ABDULLAH GSB
UNIVERSITI UTARA MALAYSIA

PREPARED BY
PRIDHIVRAJ NAIDU

SUPERVISED BY
PROF. MADYA DR.
MOHMAD YAZAM SHARIF
 CHAPTER 1

Higher Education Important asset to the country

Malaysia Higher Education is a foundation for natural development.
The National Higher Education Strategic Plan (2007- 2020)
Performance as a benchmark and it plays a significant impact in achieving the
policies and goals of the government.

Weve no choice but to concentrate on quality. We want Malaysia to be

a hub of higher education. We want first-class mentality students
Datuk Seri Mohamad Khaled Nordin
Minister of Higher Education (2008 2011)

Performance Measurement - since 2006, 70% of HEI started implementing.

MQA SETARA 2007, 2009 & MyRA 2011.
MyRA Quantity and Quality of Researcher 55%.

PM Change and adopt according to requirements and environment.

UUM PM shift from Manual to Online system based evaluation.
Research and Consultation Information System (ReCIS).

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 CHAPTER 1

Lecturers commitment towards their institution is reciprocal in nature.

(Miah & Talukder, 2012)

Commitment refers to the attitude of the employees toward their organization.

(Allen and Meyer, 1990)

Decreasing organizational commitment has a high correlation with turnover.

(Griffeth & Hom, 1995; Griffeth, Hom & Gaerthner, 2000)

Psychological withdrawal from the efforts of the organization.

(Hsu, 2002)
Annual Achievements Report

Intellectual Property Registration 2012 2013

Original Writings 367 62 83.1%

Other Intellectual Properties 83 31

(RIMC Achievements 62.6%
2012 and 2013)

(UUM - RIMC Achievements 2012 and 2013)

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 CHAPTER 1

1. Does fair performance appraisal have a relationship with

organizational commitment of lecturers?

1.1 Procedural Justice Organizational Commitment

1.2 Distributive Justice Organizational Commitment
1.3 Informational Justice Organizational Commitment
1.4 Interpersonal Justice Organizational Commitment

2. To what extent does fair performance appraisal influence

organizational commitment of lecturers?

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 CHAPTER 1

1. To determine the relationship between fair performance

appraisal and organizational commitment of UUM lecturers.

1.1 Procedural Justice Organizational Commitment

1.2 Distributive Justice Organizational Commitment
1.3 Informational Justice Organizational Commitment
1.4 Interpersonal Justice Organizational Commitment

1. To determine the extent to which fair performance appraisal

influences organizational commitment among UUM lecturers.

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 CHAPTER 2

Organizational Commitment (DV)

Generally relates to the behavior of the employee and their
identification with the institution and their involvement in the
organization.
Personal attachment between the employees, and the goals of the
institutions they are acquainted to.

Performance Appraisal
Performance management process links organizational objectives,
performance standards and performance evaluation, which is used to
measure the effectiveness and efficiency of the employees.

Fairness of Performance Appraisal

Based on the practices of the organization and the employers towards
the employees themselves and is also the deciding factor for the
success of the performance appraisal itself

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 CHAPTER 2

Organizational Justice Theory (Greenberg, 1987)

Distributive Justice (IV)

Focuses in justice of resources allocation among the employees, looks at
the relative gain for the work done by the employee.

Procedural Justice (IV)

Procedural justice is how managerial decisions are derived, fairness in the
procedures used in deciding the performance itself is more important than
the amount of reward received.

Interpersonal Justice (IV)

individual relationship between the person that executes distributive and
procedural justice and the employee.

Informational Justice (IV)

Communicating relevant reasons for the procedures used in appraising,
and the rational of the distribution of rewards to the employee in the
organization
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CHAPTER 3

RESEARCH FRAMEWORK

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 CHAPTER 3

HYPOTHESIS

Hypothesis 1: Fairness in conducting performance appraisal has a

significant relationship with the organizational commitment of lecturers

Hypothesis 1a: Fair procedures in conducting performance appraisal

have a significant relationship with the organizational commitment of
lecturers.

Hypothesis 1b: Fair distribution of outcomes based on performance

appraisal has a significant relationship with the organizational commitment
of lecturers.

Hypothesis 1c: Relationship between the employee and the supervisor

(Interpersonal justice) has a significant relationship with the organizational
commitment of lecturers.

Hypothesis 1d: Communication between the employee and the supervisor

(Informational justice) has a significant relationship with the organizational
commitment of lecturers.

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 CHAPTER 3

MEASUREMENT & INSTRUMENTS

VARIABLES ITEM RESEARCHER RELIABILIT
Y
Dependent Variable

Organizational Commitment 9 Mowday, Steers and Porter, 0.967

(1979)
Independent Variable 0.916

Procedural Justice 7 Colquitt, (2001) 0.769

Distributive Justice 4 Colquitt, (2001) 0.947

Interpersonal Justice 4 Colquitt, (2001) 0.948

Informational Justice 5 Colquitt, (2001) 0.933
Cronbach Alpha value of 0.7 and above is accepted
(Sekaran, 2003; Salking 2009; Sekaran & Roger, 2010)

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 CHAPTER 3

METHODOLOGY
Methodology

Research Design Quantitative

Population and Sample Total Lecturers in UUM: 1198
Num. of Sample required: 291
Sampling Method Stratified Random Sampling
Layout of Questionnaire 5 point Likert Scale, 5 Variables
Pilot Test First 30 respondents
Data Collection Technique Google Doc. Email questionnaire

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 CHAPTER 3

DATA ANALYSIS TECHNIQUE

Objective Analysis

1. The relationship between fair performance appraisal and Correlation /

organizational commitment of UUM lecturers. Regression
1.1 The relationship between Procedural Justice and organizational Correlation /
commitment of UUM lecturers Regression
1.2 The relationship between Distributive Justice and organizational Correlation /
commitment of UUM lecturers. Regression
1.3 The relationship between Interpersonal Justice and organizational Correlation /
commitment of UUM lecturers. Regression
1.4 The relationship between Informational Justice and organizational Correlation /
commitment of UUM lecturers. Regression
2. The extent to which fair performance appraisal influences Correlation /
organizational commitment among UUM lecturers. Regression12
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 CHAPTER 4

RESPONSE RATE

Academic College Distribution Response Response

Rate (%)

College of Arts and Science (CAS) 178 52 29.21

College of Business (COB) 227 199 87.66

College of Law, Government and 95 65 68.42
International Studies (COLGIS)
500 316 63.20

Response rate above 50% is generally acceptable.

(Hair et.al, 2010)

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CHAPTER 4

RESPONDENTS PROFILE

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 CHAPTER 4

RELIABILITY TEST
(Cronbach Alpha)

Variables No of Items Pilot Test Actual Study

Organizational Commitment 9 .967 .940

Procedural Justice 7 .769 .850

Distributive Justice 4 .947 .944

Interpersonal Justice 4 .948 .925

Informational Justice 5 .933 .733

Cronbach alpha value more than 0.7 is acceptable to conduct research.

(Nunnally & Bernstein, 1994; Sekaran, 2003)

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 CHAPTER 4

FACTOR ANALYSIS

Variables KMO and Bartletts Test Component Matrix

KMO Value Sig. Num. of Items Component
Organizational Commitment .900 .000 9 .730 to .885
Procedural Justice .818 .000 7 .605 to .847
Distributive Justice .843 .000 4 .916 to .934
Interpersonal Justice .834 .000 4 .756 to .965
Informational Justice .778 .000 5 .735 to .996

Minimum factor loading of 0.5 for anti image to be included in the

factor analysis.
(Atyo, Adamson & Cant, 2001)

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 CHAPTER 4

NORMALITY TEST
Variables (n=316) Skewness Kurtosis
Statistic Std. error Statistic Std. error
Organizational Commitment -1.119 .137 1.791 .273
Procedural Justice -.524 .137 .516 .273
Distributive Justice -.700 .137 .149 .273
Interpersonal Justice -1.06 .137 1.23 .273
Informational Justice -.554 .137 .020 .273

The skewness values must not be more than 1.96 at sig. 5%

(Hair,et.al.,1995)

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 CHAPTER 4

CORRELATION
PROSEDURAL DISTRIBUTIVE INTERPERSONAL INFORMATIONAL ORGANIZATIONAL
JUSTICE JUSTICE JUSTICE JUSTICE JUSTICE

Organizational .434** .298** .525** .628** .581**

Commitment

REGRESSION
ORGANIZATIONAL PROCEDURAL DISTRIBUTIVE INTERPERSONAL INFORMATIONAL
JUSTICE JUSTICE JUSTICE JUSTICE JUSTICE

Beta () .581 .122 -.030 .129 .486

Sig. .000 .025 .550 .049 .000

**P<0.01, R2 = 41.6

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 CHAPTER 4

HYPOTHESIS TESTING
Hypothesis Result
1 1: Fairness in conducting performance appraisal has a significant Accepted
relationship with the organizational commitment of lecturers
2 1a: Fair procedures in conducting performance appraisal has a Accepted
significant relationship with the organizational commitment of
lecturers
3 1b: Fair distribution of outcomes based on performance appraisal Rejected
has a significant relationship with the organizational commitment of
lecturers
4 1c: Relationship between the employee and the supervisor Accepted
(Interpersonal justice) has a significant relationship with the
organizational commitment of lecturers
5 1d: Communication between the employee and the supervisor Accepted
(Informational justice) has a significant relationship with the
organizational commitment of lecturers.

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 CHAPTER 5

FINDINGS

Significant relationship between the four dimensions of

organizational justice and the organizational commitment of
UUM academicians.

From the regression results it was also apparent that overall

Organizational Justice has a significant relationship with
the lecturers Organizational Commitment.

Anyhow when tested separately, Procedural Justice,

Interpersonal Justice and Informational Justice projected
significant relationship, only Distributive Justice failed to
register a significant relationship with lecturers organizational
commitment.

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 CHAPTER 5

Relationship
between Fair Performance Appraisal and Organizational
Commitment

Organizational Justice and Organizational Commitment Moderate

Employees are concerned on all the four dimensions and it affects the
employees organizational outcome behaviors such as organizational
commitment (Ambrose, 2002 & Bies, 2001)

Procedural Justice and Organizational Commitment - Moderate

Distributive Justice and Organizational Commitment - Weak
Interpersonal Justice and Organizational Commitment - Moderate
Informational Justice and Organizational Commitment - Strong

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 CHAPTER 5

The Major Influence of Perception of Fair Performance Appraisal to

Organizational Commitment

Organizational Justice and Organizational Commitment

Significant - .581

1. Informational Justice and Organizational Commitment

Significant - .486
2. Interpersonal Justice and Organizational Commitment
Significant - .129
3. Procedural Justice and Organizational Commitment
Significant - .122
4. Distributive Justice and Organizational Commitment
Not significant - -.030

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 CHAPTER 5

Limitations
Limited Generalizability
52 public and private, universities and university collages operating in
Malaysia (Rating results for SETARA'11 & MyRA, 2012).
Taking into consideration the other factors that may influence the
organizational commitment of lecturers in UUM.
Cross Sectional Analysis - the study is unable to conduct comparison of
perceptions.

Implications
Relationship of fair performance appraisal and the affects work related
behaviors such as organizational commitment
Implementing the organizational justice perspective in increasing positive
behavioral reactions
Area of importance in terms of fairness of performance appraisal in UUM

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 CHAPTER 5

CONCLUSION

Emotional Factors

Communication and Treatment they receive from the organization

compared to the reward that they receive.

Quality work force with productive effort.

Improving in the performance appraisal system in the university

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 Pridhivraj Naidu - 814284
Masters in Human Resources Management
Othman Yeop Abdullah GSB
Universiti Utara Malaysia

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