Despite a widespread consensus towards the implications of workplace ostracism to employees, little research attention has been paid to exploring its determinants, especially in the educational sector. In the context of higher education institutions, workplace ostracism can lead to a number of undesired outcomes, such as deviant workplace behavior, turnover, and decreased job performance. Thus, this study aims to explore the role of perceived organizational politics in promoting workplace ostracism. Drawing on the social exchange theory, the study also attempts to identify the mediating role of interpersonal distrust in the relationship between perceived organizational politics and workplace ostracism in higher education institutions. Data were conveniently collected from 154 full-time faculty members serving in five public universities in Bangladesh. To test the research hypotheses, the study employed partial least squares path modeling. The findings revealed that there is a significant positive association between perceived organizational politics and workplace ostracism and that interpersonal distrust plays an intervening role in the relationship. These results highlight the role of perceived organizational politics and interpersonal distrust in shaping academics’ workplace ostracism. Based on the findings, the study suggests both practical and theoretical implications with directions for future research.

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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. AcknowledgmentThis 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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