The impact of key indicators on the overall performance of Saudi Arabian telecommunication companies

  • Received June 4, 2022;
    Accepted July 25, 2022;
    Published August 16, 2022
  • Author(s)
  • DOI
    http://dx.doi.org/10.21511/ppm.20(3).2022.16
  • Article Info
    Volume 20 2022, Issue #3, pp. 192-203
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This work is licensed under a Creative Commons Attribution 4.0 International License

Performance management helps organizations to ensure that they are on the right path. Thus, this requires increasing the ability of organizations to understand their own key indicators to manage and measure their performance. The purpose of this study is to determine the key performance indicators used in Saudi Arabian telecommunication companies. Moreover, it examines whether these indicators impact the overall performance of Saudi Arabian telecommunication companies. This study adopted a quantitative method based on a survey questionnaire. Participants were reached through human resources officers in the telecommunication companies. Questionnaires were distributed to 247 employees at middle and top management levels in Saudi Arabian telecommunication companies using a convenience sampling technique. However, 212 responses were returned completely filled with a response rate of 85.8%. This study used statistical software of SPSS and SmartPLS for data analysis. The results revealed that customer satisfaction, delivery reliability, learning and growth, employee satisfaction, cost, financial performance, flexibility, and quality are the key indicators used in Saudi Arabian telecommunication companies to measure performance. The results also revealed that customer satisfaction, delivery reliability, learning and growth, employee satisfaction, cost, financial performance, flexibility, and quality have an impact on the overall performance of Saudi Arabian telecommunication companies. These indicators can be used to determine the state of organizations, help measure the implementation of strategies, evaluate the organization’s current performance, design strategies for improvement, and evaluate organization’s departments and employees.

Acknowledgment
This paper was supported by the Deanship of Scientific Research, Vice Presidency for Graduate Studies and Scientific Research, King Faisal University, Saudi Arabia [GRANT348].

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    • Table 1. Demographic information of respondents
    • Table 2. Descriptive analysis of constructs
    • Table 3. Internal consistency reliability and convergent validity
    • Table 4. Discriminant validity
    • Table 5. Hypothesis testing
    • Conceptualization
      Mohammed Aldoghan
    • Funding acquisition
      Mohammed Aldoghan
    • Investigation
      Mohammed Aldoghan
    • Methodology
      Mohammed Aldoghan, Nadia Abdulhameed Abdulwahid
    • Project administration
      Mohammed Aldoghan
    • Resources
      Mohammed Aldoghan
    • Writing – original draft
      Mohammed Aldoghan, Omar Jaber Aburumman, Khatijah Omar
    • Writing – review & editing
      Mohammed Aldoghan, Omar Jaber Aburumman, Khatijah Omar
    • Software
      Omar Jaber Aburumman, Khatijah Omar, Nadia Abdulhameed Abdulwahid
    • Supervision
      Omar Jaber Aburumman
    • Visualization
      Khatijah Omar
    • Data curation
      Nadia Abdulhameed Abdulwahid
    • Formal Analysis
      Nadia Abdulhameed Abdulwahid