netrashetty
Netra Shetty
Atmos Energy Corporation (NYSE: ATO), headquartered in Dallas, Texas,[1] is the largest distributor of natural gas in the United States, serving 3.2 million customers nationwide.[2][3] Atmos acquired TXU's natural gas and pipeline holdings in 2004. The company began as Energas in 1983, a spinoff of the natural gas distribution division of Pioneer Corporation. In 1988, the company changed its name to Atmos and began trading on the New York Stock Exchange.[4] Atmos Energy is incorporated in Virginia and Texas.
The evidence of HRM strategic intent is a must for these organizations in embracing HRM practice ways and philosophy wherein HRM policies and practices had been implemented, whether or not these were in proper handling approach as such as those selected for management training as it was sometimes difficult to judge to what extent the HR practices representing business and economic in Kuwait. Turner-Projacs, National Bank of Kuwait and New Mowasat Hospital can strive and struggle gradually in the sense that although they have adopted better HRM practices and approach, as well as introducing various HR policies and practices, these have not evidently resulted in continuous HR outcomes like for instance flexibility due to management resistance and or such lack of employee training execution ways and have took another form of useful HR practices, such as performance appraisal, being introduced in the context of the old Kuwait culture and used as form of control rather than as better form of development, resulting in organization responsibility failures towards human resource management. The rest of the Kuwaiti’s business and industry sectors does include pharmaceuticals, motor industry and the fast moving consumer goods.
The three Kuwait organizations classified here are the only ones in which assumes indications of successful HR outcomes, which is evident of HRM practices approach of strong humanitarian ground having become embedded in the HRM process and management in Kuwait towards these organizations as they were foreign-owned/joint ventures and have numbers of employees in Kuwait region and are in high technology business operation sectors. The report reveals that the following HRM practices are in place in Kuwait organizations: recruitment and selection, training and development, performance appraisal and other underlying practices (Ghebregiorgis and Karsten, 2006; Fitsum and Luchien, 2006). Training and development activities were found to be dominant functions for these Kuwaiti organizations as most of the people trained get the requisite skills and the stability of the workforce is critical to sustaining HR practice advantage. That, training, socialization and other practices have a positive impact on these Kuwaiti organizational performance over the known structure of the HR functions also, that the training practices for the organizations can be considered an element in interim stage of attaining advantage
TRAINING AND DEVELOPMENT
Every organization needs to have well-trained and experienced personnel to perform the activities that have to be done. If the current or potential job occupant can meet this requirement, training is not important. But when this is not the case, it is necessary to raise the skill levels and increase the versatility and adaptability of employees. Our company will perform the function of training and development through the following:
In company / External Programmes:
The Company needs to formulate its thinking regarding participating in programme offered by external agencies like educational management institutes, government institutions and consultant programme, vis-à-vis conducting its own in-house programme. Where employee numbers are small, it may not be worthwhile to set up a training establishment and conduct in-house programme, but as the number increases, this option may offer a distinct possibility. There is the cost aspect to be considered: for the cost of sending a participant to an external programme, several employees could be trained within an organization. Yet, the advantage of an external programme could be a breath of fresh air through discussion with participant and a fresh approach could be brought in to the organization and its problems.
In our company employees will be send for such programs for their development;
Training Budgets:
A training budget for each internal programme has be prepared, which would include cost of facilities like training room, food, transport, guest faculty, if any, and cost of teaching materials. In fact, the cost to the organization should also include the wages and salaries of employee participant who would be temporarily pulled out their regular jobs and sent for training. The reasons for costing the trainee employee’s salary would be that they would not be making any contribution to the company during the training period, and that this is an addition burden on the company’s finances.
So in short training budgets will be provided by us, but we will not be paying any salary to them.
TYPES OF TRAINING WHICH WILL BE PROVIDED
Training methods have a number of overlapping objectives. They have to be chosen in relation to the programme design requirements. The main objective of individual training methods could be: demonstration value, developing interest and finally appeal to senses.
Demonstration Value:
Complete demonstration of job requirements enables the trainee to grasp the meaning of ideas, concepts, or procedures visually. Such a method can be used effectively as an aid to overcome the “breakdown of communication”. Trainees remember things that they see and hear, much longer than they do information they receive through talks or reading alone.
Developing interest:
One of the important factors to be kept in mind in choosing a method is its ability to hold and arouses the interest of the trainee in the learning situation. A trainee has to consider alternative methods of presenting training material to participants in order to stimulate their interest and facilitate retention of the matter. For instance, if traditional the matter has been presented through lectures, perhaps audio visual methods could be used, or instead project work be assigned which would mean learning by doing or researching the subject oneself.
Appeal too many senses:
From the trainer’s point of view, it would be beneficial to utilize as many of the trainer’s senses as possible, in order to improve retention of learning. The trainer has to understand and identify the problem area i.e., he has to examine whether there is a problem with the manner in which the task is done. Secondly selecting the appropriate method would be dependent on the level of the trainee in an organization’s hierarchy. Finally, before selecting training methods, the trainer should keep in mind about cost effectiveness.
The evidence of HRM strategic intent is a must for these organizations in embracing HRM practice ways and philosophy wherein HRM policies and practices had been implemented, whether or not these were in proper handling approach as such as those selected for management training as it was sometimes difficult to judge to what extent the HR practices representing business and economic in Kuwait. Turner-Projacs, National Bank of Kuwait and New Mowasat Hospital can strive and struggle gradually in the sense that although they have adopted better HRM practices and approach, as well as introducing various HR policies and practices, these have not evidently resulted in continuous HR outcomes like for instance flexibility due to management resistance and or such lack of employee training execution ways and have took another form of useful HR practices, such as performance appraisal, being introduced in the context of the old Kuwait culture and used as form of control rather than as better form of development, resulting in organization responsibility failures towards human resource management. The rest of the Kuwaiti’s business and industry sectors does include pharmaceuticals, motor industry and the fast moving consumer goods.
The three Kuwait organizations classified here are the only ones in which assumes indications of successful HR outcomes, which is evident of HRM practices approach of strong humanitarian ground having become embedded in the HRM process and management in Kuwait towards these organizations as they were foreign-owned/joint ventures and have numbers of employees in Kuwait region and are in high technology business operation sectors. The report reveals that the following HRM practices are in place in Kuwait organizations: recruitment and selection, training and development, performance appraisal and other underlying practices (Ghebregiorgis and Karsten, 2006; Fitsum and Luchien, 2006). Training and development activities were found to be dominant functions for these Kuwaiti organizations as most of the people trained get the requisite skills and the stability of the workforce is critical to sustaining HR practice advantage. That, training, socialization and other practices have a positive impact on these Kuwaiti organizational performance over the known structure of the HR functions also, that the training practices for the organizations can be considered an element in interim stage of attaining advantage
TRAINING AND DEVELOPMENT
Every organization needs to have well-trained and experienced personnel to perform the activities that have to be done. If the current or potential job occupant can meet this requirement, training is not important. But when this is not the case, it is necessary to raise the skill levels and increase the versatility and adaptability of employees. Our company will perform the function of training and development through the following:
In company / External Programmes:
The Company needs to formulate its thinking regarding participating in programme offered by external agencies like educational management institutes, government institutions and consultant programme, vis-à-vis conducting its own in-house programme. Where employee numbers are small, it may not be worthwhile to set up a training establishment and conduct in-house programme, but as the number increases, this option may offer a distinct possibility. There is the cost aspect to be considered: for the cost of sending a participant to an external programme, several employees could be trained within an organization. Yet, the advantage of an external programme could be a breath of fresh air through discussion with participant and a fresh approach could be brought in to the organization and its problems.
In our company employees will be send for such programs for their development;
Training Budgets:
A training budget for each internal programme has be prepared, which would include cost of facilities like training room, food, transport, guest faculty, if any, and cost of teaching materials. In fact, the cost to the organization should also include the wages and salaries of employee participant who would be temporarily pulled out their regular jobs and sent for training. The reasons for costing the trainee employee’s salary would be that they would not be making any contribution to the company during the training period, and that this is an addition burden on the company’s finances.
So in short training budgets will be provided by us, but we will not be paying any salary to them.
TYPES OF TRAINING WHICH WILL BE PROVIDED
Training methods have a number of overlapping objectives. They have to be chosen in relation to the programme design requirements. The main objective of individual training methods could be: demonstration value, developing interest and finally appeal to senses.
Demonstration Value:
Complete demonstration of job requirements enables the trainee to grasp the meaning of ideas, concepts, or procedures visually. Such a method can be used effectively as an aid to overcome the “breakdown of communication”. Trainees remember things that they see and hear, much longer than they do information they receive through talks or reading alone.
Developing interest:
One of the important factors to be kept in mind in choosing a method is its ability to hold and arouses the interest of the trainee in the learning situation. A trainee has to consider alternative methods of presenting training material to participants in order to stimulate their interest and facilitate retention of the matter. For instance, if traditional the matter has been presented through lectures, perhaps audio visual methods could be used, or instead project work be assigned which would mean learning by doing or researching the subject oneself.
Appeal too many senses:
From the trainer’s point of view, it would be beneficial to utilize as many of the trainer’s senses as possible, in order to improve retention of learning. The trainer has to understand and identify the problem area i.e., he has to examine whether there is a problem with the manner in which the task is done. Secondly selecting the appropriate method would be dependent on the level of the trainee in an organization’s hierarchy. Finally, before selecting training methods, the trainer should keep in mind about cost effectiveness.
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