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A CASE STUDY OF ORISSA POWERREFORMS

by:Akbar Kamal

Anil Kasana

Kumar Vivek

Aakash Tiwari


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Introduction

The Electricity(supply) Act,1948.

Industrial Policy Resolution,1956.

Difference between demand & supply. Reform Process.

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Orissa State Electricity Board

Performance of OSEB.

(Large transmission & distribution losses.)

(Orissa Power Deficit)(Billing & collection)

HRM in OSEB.

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Steps towards Reformation

Restructuring of OSEB.

Formation of OHPC & GRIDCO.

Invite private sector participation. Start competitive bidding for power

generation.

Electricity tariffs at the bulk power,transmission & retail levels were reformed.

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GRIDCO(Grid Corporation of Orissa)

Formed on 20,April 1995.

Perform the task of Transmission &

Distribution.

Agreement with GOO.

Divided Orissa into four geographical

distribution zones.

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Critical Issues at GRIDCO..

Surplus of employees.

Skill shortage among workers.

Lack of specialized professionals. Access of temporary works.

As in the words of MD of GRIDCO-

Everyone seems to think this to be a charitableorganization. I want to change it.

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Steps taken by GRIDCO

Gained political support.

Staff Rationalization Plan.

Ensuring support from employees. Creation of new departments.

Management of surplus staff.

Regularization of temporary staff. Campaigning by Management.

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Questions?????

1.)What factors prevented SEBs

from fulfilling the electricityneeds of the country?

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Contd.

2.) What did the power sector

reforms that started inDecember,1991 seek to achieve?

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Contd..

3.) Evaluate the status & role of HRM

in OSEB before privatization. In what

ways did it change after GRIDCOcome into existence?

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Contd.

4.) What was the HR effect of

privatization on human resourcesin GRIDCO?

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Contd

5.) What does the case suggest

about the interaction betweenstrategic planning & HRP?

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Contd..

6.) Critically evaluate the VRS of GRIDCO

for managing employee surplus. Given

the culture of the firm, what optionalstrategies would you suggest to GRIDCO

for managing surplus employees?

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Contd.

7.) The strategy for managing the surplus

employees of a firm i.e. going through a

major transition such as privatizationmakes the difference between success &

failure. Comment in the light of the case.

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