NOLEGEIN-Journal of Performance Management & Retention Strategies MBA Journals (Consortium eLearning Network Pvt Ltd) en-US NOLEGEIN-Journal of Performance Management & Retention Strategies 2581-5067 Training Need Analysis of UG and PG Teaching Staff <p>The aim of this study is to identify training needs of university faculty members, to understand the impacts <br>of a proper training need analysis and understand the skill gap. A list of training needs of faculty members <br>will be developed in terms of technological innovations in general, developing skills of faculty members <br>in the use of technological innovations and promoting university faculty members in quality assurance <br>skills. The data collection is based on a questionnaire developed to assess university faculty members’ <br>needs in different areas. The study will recommend a program for training faculty members, to use <br>technological innovations, meet their scientific research needs, university teaching, and community <br>service and meet course requirements in terms of quality standards and performance indicators. Both <br>Primary and secondary research have been performed. For primary research, questionnaire was <br>circulates to the professors of UG and PG universities. The responses are analyzed and hypothesis testing <br>is performed. Chi square test of independence is used to conclude the objectives. We were able to <br>successfully conclude that training need analysis impacts the satisfaction and career development of the <br>teaching staff.</p> Srishti Mishra Simran Ajwani Sudhakar Gaonkar Dur Khan Copyright (c) 2022 NOLEGEIN-Journal of Performance Management & Retention Strategies 2022-01-24 2022-01-24 4 2 Impact of COVID-19 on Digital Payment System in Chennai <p>The goal of this study is to quantify the impact of the COVID-19 pandemic on the digital payment<br>system in Chennai. The COVID-19 pandemic has accelerated the adoption of digital payment systems<br>while also causing a significant increase in users taking precautionary measures to ensure the safety<br>of their financial transactions. Questionnaires were used to collect primary data on the ground, while<br>secondary data was gathered via the internet, journals, and business publications. A total of 131<br>people were surveyed, with 75 of them being students, 26 being private employees, 9 being<br>business/entrepreneurs, 2 being homemakers, and the other four being others. The influence of<br>COVID-19 is observed to be stronger among the inhabitants of Chennai, where many individuals<br>have accepted the digital payment method as a result of the impact of lockdowns and social media. As<br>a result, the study indicates that there has been a significant growth in the usage of digital payments<br>systems through various apps in Chennai, which was not particularly high prior to the global<br>pandemic COVID-19.</p> Joel Jebadurai S. Sneha Dharshini Copyright (c) 2022 NOLEGEIN-Journal of Performance Management & Retention Strategies 2022-01-23 2022-01-23 4 2 Employee Engagement and Retention: A Study of Software Professionals <p>Employee engagement is a topic of enormous interest to both management practitioners and academicians alike as building an engaged employee base is the biggest differentiator for businesses. In India, employment numbers in industry and services is expected to grow from 223 M in 2010 to 319 M by 2020 as per the India Economic Survey. A person needs to be motivated to go beyond his/her brier and ‘step up’. To get to that stage, it becomes important to look at aspects of work that tells us how someone experiences her or his work and be engaged in work rather than look only at job satisfaction. Such experiences that drive an employee to be engaged have become really important for organizations to retain talent in a highly competitive world where there is a ‘war for talent’. Employees play an important role in enhancing the growth and profitability of organizations. The<br>phenomenon of employee engagement has been attracting attention of both academicians and practitioners. Previous studies reported that an engaged employee increases self as well as organizational performance. The objective of the study was to understand the construct of employee engagement and examine its relationship with core self-evaluations, organizational culture, job satisfaction, and employee retention and test the proposed framework among software professionals in India. The four constructs were measured through adapted scale namely employee engagement, job satisfaction, organizational culture, and employee retention, besides an existing scale for core selfevaluations. Initially, literature helped in identification of factors used in previous research. Subsequently, expert panel shortlisted factors on the four constructs for their applicability on<br>software professionals. Later, data were collected from 410 respondents representing three information technology companies from large, medium, and small capital category. Exploratory factor analysis was adopted to identify a number of factors in each construct and confirmatory factor analysis to verify the measurement model for each construct. All the scales were examined for their reliability and validity. The relationship among variables was tested through the second order structured equation modeling. All the hypotheses were accepted except one that no significant relationship exists between core self-evaluations and satisfaction. The study concluded that core selfevaluations and organizational culture construct has significant relationship with employee engagement and employee retention. Additionally, employee engagement mediates the relationship between organizational culture and job satisfaction among software professionals in India.</p> H. Fathima Anwar Basha G. Copyright (c) 2022 NOLEGEIN-Journal of Performance Management & Retention Strategies 2022-01-23 2022-01-23 4 2 Post COVID-19 (Coronavirus Pandemic): New Job in Recession—A Challenge <p>The present declared pandemic now declared as outbreak is a major shock to the Indian industry and Indian economy as well. Indian economy was already in a terrible phase before this deadly corona outbreak. Due to so long lock-down all over the country the economy and the jobs have gone down, most of the people has lost their jobs and some are having the risk of getting the jobs lost. &nbsp;The industries are going in loss. In this paper we have discussed the impact of COVID-19 on the Indian industry and finding of new Jobs in recession due to COVID-19. &nbsp;</p> Hardeep Singh Bikram Pal Singh Copyright (c) 2022 NOLEGEIN-Journal of Performance Management & Retention Strategies 2022-01-23 2022-01-23 4 2 A Study on Employee Performance in Hi-Tech Apparels, Tirupur, Tamil Nadu <p>The systematic approach of measuring employee performance is known as a performance management system. It is a process in which an organization's mission, goals, and objectives are aligned with existing resources (e.g., manpower, material, etc.) and processes, as well as the organization's priorities. Performance management is a technique for identifying ways to fulfil corporate goals by continuously assessing and providing feedback to employees, resulting in improved employee performance.</p> <p>Unlike the performance appraisal or annual evaluation process, performance management is a continual examination of personnel with the purpose of aligning their goals with the company goals. It also makes extensive use of goal-setting and metrics to track progress and discover areas where individuals excel.&nbsp;</p> Dr. Megaladevi Periyasamy S.Priya Lakshmi Copyright (c) 2022 NOLEGEIN-Journal of Performance Management & Retention Strategies 2022-01-23 2022-01-23 4 2 Performance Management: Taking a Step forward in Managing Employee Performance and Driving Business Results <p>Organizations at present have become very competitive due to the fact that there is no monopoly in<br>the present market scenario. There are many similar organizations belonging to a particular sector<br>and some are doing well while others are not. What makes some organizations more successful than<br>the others are the employees working in those organizations. The organizations at present have<br>moved from a traditional performance appraisal system to a more formal performance management<br>system which takes into consideration the human element of the organization and involves them in the<br>entire process right from goal setting, fixation of Key Result Area (KRA), payment of performance<br>linked incentives to the final performance review. The present empirical study is based on certain<br>qualitative aspects of the performance management system of a leading banking organization.</p> Debosree Sarma Copyright (c) 2021 NOLEGEIN-Journal of Performance Management & Retention Strategies 2021-07-17 2021-07-17 4 2 10.37591/njpmrs.v4i1.695