https://mbajournals.in/index.php/JoPMRS/issue/feed NOLEGEIN-Journal of Performance Management & Retention Strategies 2022-04-21T11:09:46+00:00 Journal Manager supriya@celnet.in Open Journal Systems <p><strong>NOLEGEIN-Journal of Performance Management &amp; Retention Strategies </strong>is a peer reviewed journal and provides a platform to discuss new issues in the area of performance management and retention strategies. The journal also seeks to advance the quality of research by publishing papers introducing or elaborating on new methods in employee engagement and retention. It's a biannual journal, started in 2018.</p> https://mbajournals.in/index.php/JoPMRS/article/view/859 Performance Appraisal and Nursing Profession 2022-04-21T11:09:46+00:00 Shersingh Morodiya shersinghmorodiya@rediffmail.com <p><em>Performance appraisal is used for evaluation of technical, professional and management personnel. It is also helpful in predicting future benefits of the employee, organization and society. </em><em>In every organization, all employees work to achieve the common goal of the organization. The employees have individual differences. It is necessary to inform them, from time to time about their own level of performance in the organization so that their morale may be high. Objectives of performance appraisal are - determining salary standards, promotion, transfer, demotion, termination, training, communication and informing employees “where they stand. These objectives are achieved by many methods. Performance appraisal of nursing personnel comprises some characteristics. Job descriptions are written according each job. The appraisal tool used is suitable to the purpose have clear instructions for its use. The evaluators are trained. Performance appraisal is considered to be fair and productive by all. Appraisal should be based on a standard, must know in advance. Appraiser should be someone who has observed the employee’s work, the employee trusts and respects on them. Advantages of performance appraisal are ensuring/enhancing quality nursing care, motivation, job satisfaction, evaluate and improve the manager’s own performance, employees can know how well he/she is doing, what their manager thinks of their work. Common Errors are leniency, halo effect, central tendency, perpetual set, contrast error, status effect. </em></p> 2022-05-07T00:00:00+00:00 Copyright (c) 2022 NOLEGEIN-Journal of Performance Management & Retention Strategies https://mbajournals.in/index.php/JoPMRS/article/view/851 Impact of Training and Development on Employee Retention 2022-04-02T04:32:09+00:00 Devika Satpute mhrd.devikasatpute22@jbims.edu Pratiksha Maturkar mhrd.devikasatpute22@jbims.edu Sudhakar Gaonkar mhrd.devikasatpute22@jbims.edu Dur Khan mhrd.devikasatpute22@jbims.edu <p>In the context of global business competition, organizations hope that HR is their primary resource and that their employees move forward and support themselves in achieving their organizational goals in this world. In view of this concept, organizations invest heavily in training and development programs for their employees to change the way they think and have ideas and apply their understanding and ethical standards. Most organizations hope that the improved skills will help employees to improve their personalities and motivate to increase the profitability of the organization and improve the number of shareholders. Data were collected from 100 public / private sector employees using a simple modeling process. Descriptive statistics, correlations and regression analysis techniques used to analyze data. The results show that the positive relationship that exists between training and retention of employees and the decision of employees to stay longer can be influenced by the training practice. In line with that, the conceptual framework for developing a training and development program and work-related pride for employees in terms of training and development has been created from a comprehensive review of the literature. In addition, the findings of this study reveal that the outcome of the training and development program has a positive correlation with learning size, organizational commitment, and measuring staff performance. In this way, from this research study, it is assumed that training and development in various organizations produces positive outcomes for the views of the various groups and the general communication development of the organizations as well.</p> 2022-04-02T00:00:00+00:00 Copyright (c) 2022 NOLEGEIN-Journal of Performance Management & Retention Strategies https://mbajournals.in/index.php/JoPMRS/article/view/842 Training Need Analysis of UG and PG Teaching Staff 2022-01-24T06:19:45+00:00 Srishti Mishra mhrd.srishtimishra22@jbims.edu Simran Ajwani mhrd.srishtimishra22@jbims.edu Sudhakar Gaonkar mhrd.srishtimishra22@jbims.edu Dur Khan mhrd.srishtimishra22@jbims.edu <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> 2022-01-24T00:00:00+00:00 Copyright (c) 2022 NOLEGEIN-Journal of Performance Management & Retention Strategies https://mbajournals.in/index.php/JoPMRS/article/view/829 Impact of COVID-19 on Digital Payment System in Chennai 2022-01-23T08:35:02+00:00 Joel Jebadurai joeljebadurai64@gmail.com S. Sneha Dharshini snehadharshinis@gmail.com <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> 2022-01-23T00:00:00+00:00 Copyright (c) 2022 NOLEGEIN-Journal of Performance Management & Retention Strategies https://mbajournals.in/index.php/JoPMRS/article/view/828 Employee Engagement and Retention: A Study of Software Professionals 2022-01-23T08:19:22+00:00 H. Fathima fathi.fathimahussain@gmail.com Anwar Basha G. fathi.fathimahussain@gmail.com <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> 2022-01-23T00:00:00+00:00 Copyright (c) 2022 NOLEGEIN-Journal of Performance Management & Retention Strategies https://mbajournals.in/index.php/JoPMRS/article/view/796 Post COVID-19 (Coronavirus Pandemic): New Job in Recession—A Challenge 2021-12-16T10:16:52+00:00 Hardeep Singh geniussodhi@gmail.com Bikram Pal Singh geniussodhi@gmail.com <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> 2022-01-23T00:00:00+00:00 Copyright (c) 2022 NOLEGEIN-Journal of Performance Management & Retention Strategies