CONTINGENCY ANALYSIS IN POWER

SYSTEM
THESIS

Submitted in partial fulfillment of the

requirements for the award of the degree
of
MASTER OF ENGINEERING
in
ELECTRICAL ENGINEERING
(Specialization in High Voltage and Power System)
By

MAHESH PAL SINGH

Submitted to Dr. L. S. Titare

AGM (CRISP) Bhopal, India
Jabalpur Engineering College, Jabalpur
Dec 2015

CANDIDATES DECLARATION
I hereby declare that the work being presented in the dissertation entitled, Comparative Study of HR Practices in Public Sector Units (with
special reference to Bharat Sanchar Nigam Ltd. & Bharat Heavy Electricals Ltd. in M.P.) in partial fulfillment of the requirements for the award of
the degree of Doctor of Philosophy in Human Resources, submitted in the
Department of Management, AISECT University, Bhopal, India is an authentic
record of my own work carried out under the guidance of Dr. Ranjan Kumar,
Professor, Department of Management, AISECT University, Bhopal.

The matter embodied in the dissertation report has not been submitted for the
award of any other degree elsewhere.

Date :
Place : Bhopal

(Gaya Prasad Patel)

CERTIFICATE
This is to certify that the above statement made by the candidate is correct to the
best of my knowledge.

Date :

Dr. Ranjan Kumar

Place : Bhopal

Professor
Department of Management
AISECT University

ACKNOWLEDGEMENTS

I would like to express my gratefulness to all who contributed ideas, encouragement

and support. I would like to thank, firstly God for giving me grace and wisdom.

I would like to convey my deep sense of gratitude to my supervisors, Dr. M. V.

Kartikeyan, Head of Department, Electronics and Communication Engineering
and head of the institute computer center, Indian Institute of Technology Roorkee
& Dr. R. Nath, Department of Physics, Indian Institute of Technology Roorkee.
Their continuous support and motivation at every stage of my research encouraged
me to give my best efforts. Their vast experience on antennas and electromagnetic
metamaterials helped me to resolve practical issues and design optimized systems.
Apart from knowledgeable guide they are a person with humble and kind heart.
They have always encouraged me for quality research work with innovation.

It is pleaser to thank, Dr. Jagdish Rai, Dr. K.L. Yadav, Dr. G.D. Verma,
Dr. A.K. Gourishetty, Dr. D. Kaur, Dr. R. Mitra, and Dr. Vipul Rastogi
for their efforts to build my base of Electromagnetic metamaterials & Microwave
engineering and expand my horizon of knowledge during entire stay in IIT Roorkee.

It has been almost two years since I first joined the great minds at the Indian
Institute of technology Roorkee.

As what the rumors have spread, it has not

been easy surviving in this institution. I still remember being doubtful about my
college choice after meeting several high ranker students during my first day of
orientation. However, the friendships that I have established at IITR have helped
me tremendously throughout my post graduate years.

I would also like to thank Mr. Arjun Kumar, Mr. Jagannath Malik, Mr. Parth
Kalaria, Mr. Pravin Prajapati, and Mr. Goodwill Kumar with whom I spent
ii

most of time during last year. Their valuable support and time for guidance in
technical issues, which was instrumental in making this dissertation work a success.
Finally, I would also like to thank all my friends, especially Mr. Ashwini Sawant
and Mr. Prerit Jain, for their support and informative discussions.

Above all, I thank my parents for their never losing trust and confidence on me,
even in my tough time and become source of inspiration. To my sisters, thank you
for always being there for me and bringing joy to my life.

I dedicate this thesis to my family and friends.

(Ramesh Patel)

iii

ABSTRACT

Maintaining power system security is one of the challenging tasks for the power
system engineers.

The security assessment is an essential task as it gives the

knowledge about the system state in the event of a contingency. Contingency

analysis technique is being widely used to predict the effect of outages like failures
of equipment, transmission line etc, and to take necessary actions to keep the
power system secure and reliable. The off line analysis to predict the effect of
individual contingency is a tedious task as a power system contains large number of
components. Practically, only selected contingencies will lead to severe conditions
in power system. The process of identifying these severe contingencies is referred as
contingency selection and the degree of severity is based on system load (p.u.) that
can be supplied without bus voltage limit violation.

The main motivation of the work is to carry out the contingency analysis for
single transmission line outage With the help of Newton Raphson method using
Load Flow program in MATLAB environment. After that, contingency ranking is
made to detect weak elements in the system. Further the contingency selection has
been done by using Radial Basis Function (RBF) Neural Network. This provides an
effective mean to rank the contingencies for various loading and generation levels in
a power system. The effectiveness of the method has been tested on 5-Bus, IEEE-14
Bus test systems.

iv

Contents
Candidates Declaration . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Certificate . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Acknowledgements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

ii

Abstract . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

iv

Table of Contents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

List of Figures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . vii

List of Tables . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

ix

Glossary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

ix

1 Introduction

1.1

States in Security Analysis . . . . . . . . . . . . . . . . . . . . . . . .

1.2

LITERATURE REVIEW . . . . . . . . . . . . . . . . . . . . . . . .

1.3

OBJECTIVE OF THE WORK . . . . . . . . . . . . . . . . . . . . .

1.4

ORGANIZATION OF THESIS . . . . . . . . . . . . . . . . . . . . .

2 Questionnaire for HR Managers

2.1

Personnel . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

2.2

HRD climate survey . . . . . . . . . . . . . . . . . . . . . . . . . . .

2.3

Human resources management . . . . . . . . . . . . . . . . . . . . . . 10

2.4

Human resources development/improvement . . . . . . . . . . . . . . 14

2.5

Effect of liberalization . . . . . . . . . . . . . . . . . . . . . . . . . . 17

2.6

Improvement of areas . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

CONTENTS

vi

List of Figures
1.1

Various operating states of Power System . . . . . . . . . . . . . . . .

vii

LIST OF FIGURES

viii

List of Tables

ix

GLOSSARY ITEMS

Glossary Items
MTM Metamaterial
PIFA

Planar Inverted F-Antenna

PIFA

Microstrip Patch Antenna

PBG

Photonic Band Gap Structures

EBG

Electromagnetic Gap Structures

FSS

Frequency Selective Surfaces

ZIML

Zero Index Metamaterial Lens

PEC

Perfect Electric Comductor

PMC

Perfect Magnetic Comductor

r

Relative Permittivity

Relative Permeability

Chapter 1
Introduction
It is well known that power system is a complex network consisting of numerous
equipments like generators, transformers, transmission lines, circuit breakers etc.
Failure of any of these equipments during its operation harms the reliability of the
system and hence leading to outages. Thus one of the major agenda of power
system planning and its operation is to study the effect of outages in terms of
its severity. Installation of redundant generation capacity or transmission lines is
essential in order to make the system run even when any of its components fails.
But, power system being dynamic in nature does not guarantee that it will be 100
% reliable. Further, such arrangement may not be cost effective. Hence, a detailed
security assessment is essential to deal with the possible failures in the system, its
consequences and its remedial actions. This assessment is known as Power system
security assessment. Power system security involves system monitoring where the
real time parameters of the system are monitored by using the telemetry systems or
by the SCADA systems. It then involves the most important function of contingency
analysis where the simulation is being carried out on the list of credible outage
cases so as to give the operators an indication of what might happen to the power
system in an event of unscheduled equipment outage. This analysis forewarns the
system operator, and allows deciding some remedial action before the outage event.
For a power system to be secure, it must have continuity in supply without a loss
1

CHAPTER 1. INTRODUCTION

of load. For this security analysis is performed to develop various control strategies
to guarantee the avoidance and survival of emergency conditions and to operate
the system at lowest cost. Whenever the pre specified operating limits of the
power system gets violated the system is said to be in emergency condition. These
violations of the limits result from contingencies occurring in the system. Thus,
an important part of the security analysis revolves around the power system to
withstand the effect of contingencies. The system security assessment process is
carried out by calculating system operating limits.
pre- contingency and post contingency operating states at an operation control
centre or at the Energy Management System (EMS) of the utility company. The
contingency analysis is time consuming as it involves the computation of complete
AC load flow calculations following every possible outage events like outages occurring at various generators and transmission lines. This makes the list of various
contingency cases very lengthy and the process very tedious. In order to mitigate the
above problem, automatic contingency screening approach is being adopted which
identifies and ranks only those outages which actually causes the limit violation on
power flow or voltages in the lines.

1.1

States in Security Analysis

Security analysis involves the power system to operate into four operating states:

Optimal dispatch: In this state the power system is in prior to any contingency. It is optimal with respect to economic operation, but it may not be
secure.
Post contingency: It is the state of the power system after a contingency
has occurred, it is being assumed that this condition has a security violation
such as line or transformer are beyond its flow limit, or a bus voltage is outside
the limit.
2

CHAPTER 1. INTRODUCTION

Secure dispatch: It is the state of the system with no contingency, but with
corrections to the operating parameters to account for security violations.
Secure post-contingency: This is the state where the contingency is applied
to the base operating condition with corrections.
The concept of security analysis has been illustrated with a following example.
Suppose a power system consisting of two generators, a load, and a double circuit
line, is to be operated with both generators supplying the load as shown in Fig.
1.1(a) and ignoring the losses it is assumed that the system as shown is in economic
dispatch i.e. 500 MW is allotted for unit 1 and the 700 MW for unit 2 as the optimum
dispatch. Further, it is asserted that each circuit of the double circuit line can carry
a maximum of 400 MW, so that there is no loading problem in the base-operating
condition. This condition is being referred to as the optimal dispatch.
Now, a failure in one of the two transmission lines has been postulated and it
can be said that a line contingency has occurred and this results in change in power
flow the other line causing the transmission line limit to get violated. The resulting
flows have been shown Fig. 1.1(b), this sate of power system is being said to be post
contingency state. Now there is an overload on the remaining circuit. If the above
condition is to be avoided, the following security corrections have been done. The
generation of unit 1 has been lowered from 500 MW to 400 MW and the generation
of unit 2 is raised from 700 MW to 800 MW. This secure dispatch is illustrated in
Fig. 1.1(c). Now, if the same contingency analysis is to done, the post-contingency
condition power flows is illustrated in Fig. 1.1(d)
Thus by adjusting the generation on unit 1 and unit 2, the overloading in other
line is prevented and thus the power system remains secure. These adjustments
are called security corrections. Programs which can make control adjustments to
the base or pre- contingency operation to prevent violations in the post-contingency
conditions are called security-constrained optimal power flows. These programs
can take account of many contingencies and calculate adjustments to generator
MW, generator voltages, transformer taps etc. Together with the function of system
3

CHAPTER 1. INTRODUCTION

Figure 1.1: Various operating states of Power System

monitoring, contingency analysis and the corrective actions the analysis procedure
forms a set of complex tools that can lead to the secure operation of a power system.

1.2

LITERATURE REVIEW

The importance of power system security assessment for prediction of line flows and
bus voltages following a contingency has been presented in [1-2]. The paper also
4

CHAPTER 1. INTRODUCTION

summarized the challenges faced for the practical implementation of security analysis
algorithms. The approximate changes in the line flow due to an outage in generator
or transmission line is predicted based on distribution factors [3-4]. The use of AC
power flow solution in outage studies has been dealt in [5]. Contingency screening
or contingency selection is an essential task in contingency analysis. This helps to
reduce the numerous computations, the bounding method [6] reduces the number
of branch flow computation by using a bounding criterion that helps in reducing
the number of buses for analysis and is based on incremental angle criterion. The
1P-1Q method for contingency selection has been presented in [7]. In this method,
the solution procedure is interrupted after an iteration of fast decoupled load flow.
Zaborzky et al. introduced the concentric relaxation method for contingency evaluation [8] utilizing the benefit of the fact that an outage occurring on the power
system has a limited geographical effect. The use of fast decoupled load flow [9]
proves to be very suitable for contingency analysis. Contingency selection criterion
based on the calculation of performance indices has been first introduced by Ejebe
and Wollenberg [10] where the contingencies are sorted in descending order of the
values of performance index (PI) reflecting their severity. The potential of Artificial
Neural networks for non linear adaptive filtering and control, its ability to predict
solutions from the past trends, its enormous data processing capability and its ability
to provide fast response in mapping data makes them as a very promising tool for
its application to power systems [11]. The first work towards the power system
security analysis by pattern recognition technique has been reported by Pang et
al. [12]. The Artificial Neural Network has been used for various power system
applications such as load forecasting [13], transient stability analysis [14]. The
potential of ANN for static assessment further improved with the introduction of
powerful computers [15-16]. The learning ability of Multi Layer Perceptron with
error back propagation algorithm has been used by researchers various problems
[17, 20]. The application of ANN for determining the voltage stability margin under
contingency situation has been discussed in [18-19]. The learning of the network has

CHAPTER 1. INTRODUCTION

been done using error back propagation algorithm for minimising the error function
and for determining the weights. A review from [20] illustrates the types of neural
networks that have been used by various researchers for static security assessment
in power systems. Power system security assessment has been performed using
Kohenen neural network [21] where the securities regions have been identified using
a self organizing feature map and learns in an unsupervised process. Combined use
of supervised and unsupervised learning for power system security assessment [22],
has been used to overcome the slow rate of convergence and local minima problem
faced in multilayer perceptron neural network using back propagation training. A
counter propagation network employing a combination of Kohenen self organising
map and a supervised Grossberg Outstar layer, which is doing the correct mapping of
input and reducing the dimensionality of input pattern by having feature selection
technique have been studied in [23]. The counter propagation network presented
in [23] is employed [24] to identify the coherency existing between load buses.
The Fast Fourier Transform (FFT) as a pre processing tool for the ANN inputs
has studied in [25], to speed up the ANN training and performance. The use of
Hopfield neural network for contingency analysis has been shown in [26]. The use
of Radial Basis Function (RBF) neural network for function approximation proves
to be highly efficient, as it employs a hybrid two stage learning scheme. The RBF
neural networks have several advantages like fast training, structural simplicity and
no local minima problem [27-28]. The non linear mapping capability of the RBF
network for estimating the line loading and bus voltage following a contingency in
bulk power systems has been done in [29]. Chicco et al. [30] presented a detailed
comparison for estimating the performance of self organising network, progressive
learning network and RBF. The author [31] suggested the parallel operation of RBF
neural network for contingency analysis to yield fast training and higher accuracy.

CHAPTER 1. INTRODUCTION

1.3

OBJECTIVE OF THE WORK

The objective of the present work is selection of power system contingencies for
transmission line outages using the Newton Raphson (N-R) method and radial basis
function (RBF) neural network. Our main aim is to find out the weak elements
in the system Which are responsible for operating limit violations .Power supply
failure due to these violations may lead to the Blackout of region due to cascading
effect. The objective is also to compare the performance of the method employing
RBF and N-R method for various power system network

1.4

ORGANIZATION OF THESIS

The work carried out in this thesis has been summarized in four chapters, Chapter
1 deliberates on the overview of the problem, brief literature review, objectives of
work and organization of the thesis. Chapter 2 includes contingency analysis, and its
creation selection and evaluation and brief detail about Newton Raphson load flow
method Chapter 3 discusses the contingency selection based on maximum loadability
limit using the Newton Raphson method and weak element detection for selected
contingencies for various systems. In Chapter 4 the contingency analysis has been
modelled using Radial basis function neural network and corresponding results for
various test bus systems. The conclusions and the scope of further work are detailed
in Chapter 5

CHAPTER 1. INTRODUCTION

Chapter 2
Questionnaire for HR Managers
The Role of Human Resource Management (HRM) in Public Sector
Reforms in BSNL & BHEL, Bhopal.
Please answer the questions below by circling the letters/numbers or placing a tick
in the box or giving a brief description. You may circle more than one alternative
where applicable.
Please note that the information provided in this questionnaire will be
used only for academic purposes. No part of the information will be used
for any purpose other than academic study.

2.1

Personnel

1. Human resources personnel management is concerned with the effective use of

the skills of people, they may be sales people, clerks, operators or technicians in a
research laboratory. Personnel management starts with the recruiting & hiring of
qualified people and continues with directing & encouraging their growth as they
encounter problems and tensions that arise in working toward established goals,
please encircle one or more letters that is relevant for you and your organization:
(a) To classify jobs and prepare wage & salary scales
1

CHAPTER 2. PUBLIC SECTOR ORGANIZATION in INDIA BSNL, M.P.

CIRCLE, BHOPAL & BHEL, BHOPAL
(b) To counsel employees
(c) To deal with disciplinary problems
(d) To negotiate with labor unions and service union contracts
(e) To develop safety standards and practices
(f) To manage benefit programs, such as group insurance, health, and retirement
plans
(g) To provide for periodic reviews of the performance of each individual employee,
and for recognition of his or her strengths and needs for further development
(h) To assist individuals in their efforts to develop and qualify for more advanced
jobs
(i) To plan and supervise training programs
(j) To keep abreast of developments in personnel management
(k) All
2. Please read each statement and indicate whether you agree or disagree with it.
Indicate your level of agreement by selecting one of the five levels of agreement.
Please encircle the letter that is relevant for your organization.
(a) definitely disagree
(b) inclined to disagree
(c) agree
(d) inclined to agree
(e) definitely agree

CHAPTER 2. PUBLIC SECTOR ORGANIZATION in INDIA BSNL, M.P.

CIRCLE, BHOPAL & BHEL, BHOPAL

(1) The organization have a plan for forecasting long-term personnel needs:
(a)

(b)

(c)

(d)

(e)

(2) The most senior HR manager help to formulate business strategy:

(a)

(b)

(c)

(d)

(e)

(3) The personnel department have a strategy for delivery of its services:
(a)

(b)

(c)

(d)

(e)

(4) The strategic role of HR department understood by both personnel staff and
the line managers:
(a)

(b)

(c)

(d)

(e)

(5) The HRs strategy is consistent with the organizations mission & with the
other functional strategies:
(a)

(b)

(c)

(d)

(e)

(6) The HRs strategy is regularly reviewed and also flexible for the benefits of
the organization:
(a)

(b)

(c)

(d)

(e)

(7) The personnel departments strategy focus on successful implementation of

the HR strategy:
(a)

(b)

(c)

(d)

(e)

(8) Even if an employee is a poor performer, formal rules make it hard to remove
him or her from the organization:
(a)

(b)

(c)

(d)

(e)

(9) The personnel rules and procedures that govern my organization make it easy
for me to reward subordinates for good performance (reversed):
(a)

(b)

(c)

(d)

(e)
3

CHAPTER 2. PUBLIC SECTOR ORGANIZATION in INDIA BSNL, M.P.

CIRCLE, BHOPAL & BHEL, BHOPAL

2.2

HRD climate survey

1. An optimal level of HRD Climate is essential for facilitating HRD. Such a climate
is characterized as consisting of following tendencies on the part of the organization,
Please circle one or more letters that is relevant for your organization:
(a) A tendency at all levels and specially the top management to treat people as
the most important resource
(b) A perception that developing the competencies in the employee is the job of
every manager/supervisor
(c) Faith in the capability of people to change and acquire new competencies at
any stage of life
(d) A tendency to be open in communications
(e) A tendency to encourage risk-taking
(f) A tendency to help employees recognize their strengths and weaknesses
(g) A general climate of trust
(h) A tendency on the part of employees to be generally helpful to each other and
collaborate
(i) Team spirit
(j) A tendency to discourage favoritism and biases
(k) A Supportive personnel policy
(l) Development-oriented appraisals, training, rewards, job-rotation, career planning and potential appraisal
(m) All
4

CHAPTER 2. PUBLIC SECTOR ORGANIZATION in INDIA BSNL, M.P.

CIRCLE, BHOPAL & BHEL, BHOPAL

2. Please read each statement and indicate whether you agree or disagree with it.
Indicate your level of agreement by selecting one of the five levels of agreement.
Please encircle the letter that is relevant.
(a) definitely disagree
(b) inclined to disagree
(c) agree
(d) inclined to agree
(e) definitely agree

(1) The jobs in this organization are clearly defined and logically structured:
(a)

(b)

(c)

(d)

(e)

(2) The policies & organization structure of the organization have clearly been
explained:
(a)

(b)

(c)

(d)

(e)

(3) We have promotion system here that helps the best person to rise to the top:
(a)

(b)

(c)

(d)

(e)

(4) In this organization, the rewards & encouragement, you get usually outweigh
the threats & criticism:
(a)

(b)

(c)

(d)

(e)

(5) In this organization, people are rewarded in proportion to the excellence of

their job performance:
(a)

(b)

(c)

(d)

(e)

(6) Employees are happy in their job profile and working environment:
(a)

(b)

(c)

(d)

(e)
5

CHAPTER 2. PUBLIC SECTOR ORGANIZATION in INDIA BSNL, M.P.

CIRCLE, BHOPAL & BHEL, BHOPAL

(7) Employees will be punished, if they made a mistake in this organization:

(a)

(b)

(c)

(d)

(e)

(8) A friendly atmosphere prevails among the people in this organization:

(a)

(b)

(c)

(d)

(e)

(12) To get ahead in this organization, it is more important to get along that it is
to be high producer:
(a)

(b)

(c)

(d)

(e)

(13) In this organization, people do not seem to take much pride in their performance:
(a)

(b)

(c)

(d)

(e)

(14) The best way to make a good impression around here is to steer clear of open
arguments and disagreements:
(a)

(b)

(c)

(d)

(e)

(15) New employees are selected to work in this organization irrespective of gender,
caste, creed and religion:
(a)

(b)

(c)

(d)

(e)

(16) Everyone has equal opportunity of promotion in this organization:

(a)

(b)

(c)

(d)

(e)

(17) Salary levels are determined by ones performance:

(a)

(b)

(c)

(d)

(e)

(18) Generally peoples are satisfied with their pay levels in this organization:
(a)

(b)

(c)

(d)

(e)

(19) The methods of pay in this organization are fine:

(a)

(b)

(c)

(d)

(e)
6

CHAPTER 2. PUBLIC SECTOR ORGANIZATION in INDIA BSNL, M.P.

CIRCLE, BHOPAL & BHEL, BHOPAL

(20) Every employee is aware of the promotion procedures of this organization:

(a)

(b)

(c)

(d)

(e)

(21) Everybody has a fair chance of being recruited in this organization:

(a)

(b)

(c)

(d)

(e)

(24) This organization ensures employee welfare to such an extent that the employees can save a lot of their mental energy work purposes:
(a)

(b)

(c)

(d)

(e)

(25) The organizations future plans are made known to the managerial staff to
help them develop their juniors and prepare them for future:
(a)

(b)

(c)

(d)

(e)

(26) When problems arise people discuss these problems openly and try to solve
them rather then keep accusing each other behind the back:
(a)

(b)

(c)

(d)

(e)

(27) Employees are encouraged to take initiative and do things on their own without
having to wait for instructions from supervisors:
(a)

(b)

(c)

(d)

(e)

(28) The organizations future plans are made known to the managerial staff to
help them develop their juniors and prepare them for future:
(a)

(b)

(c)

(d)

(e)

(29) Employees are not afraid to express or discuss their feelings with their supervisors & sub ordinates:
(a)

(b)

(c)

(d)

(e)

(30) Employees take pain to find out their strengths and weaknesses from their
supervising officers/colleagues:
(a)

(b)

(c)

(d)

(e)
7

CHAPTER 2. PUBLIC SECTOR ORGANIZATION in INDIA BSNL, M.P.

CIRCLE, BHOPAL & BHEL, BHOPAL

(31) When an employee make a mistake his supervisors treat it with understanding
and help him to learn from such mistakes rather than punishing him or
discouraging him:
(a)

(b)

(c)

(d)

(e)

(32) Weakness of employees is communicated to them in non threatening way:

(a)

(b)

(c)

(d)

(e)

(33) Employees are encouraged to experiment with new methods and try out creative ideas:
(a)

(b)

(c)

(d)

(e)

(34) Employees take pain to find out their strengths and weaknesses from their
supervising officers/colleagues:
(a)

(b)

(c)

(d)

(e)

(35) Performance appraisal reports are based on objective assessment and adequate
information:
(a)

(b)

(c)

(d)

(e)

(36) When an employee does not work his supervising staffs take special care to
appreciate it:
(a)

(b)

(c)

(d)

(e)

(37) Promotion decisions are based on the suitability of the promote rather than
on favoritism and there are also mechanisms to reward any good work done
or any contribution made by employees:
(a)

(b)

(c)

(d)

(e)

(38) Seniors guide their juniors and prepare them for future responsibilities / roles
they are likely to take up and they also makes efforts to identify and utilize
the potential of the employees:
(a)

(b)

(c)

(d)

(e)
8

CHAPTER 2. PUBLIC SECTOR ORGANIZATION in INDIA BSNL, M.P.

CIRCLE, BHOPAL & BHEL, BHOPAL

(39) The psychological climate in this organization is very conducive to any employee interested in developing himself by acquiring new knowledge and skills:
(a)

(b)

(c)

(d)

(e)

(40) Employees are very informal and do not hesitate to discuss their personal
problems with their supervisors:
(a)

(b)

(c)

(d)

(e)

(41) Managers believe that employees behavior can be changed and people can be
developed at any stage of their life:
(a)

(b)

(c)

(d)

(e)

(42) People lacking competence in their jobs are helped to acquire competence
rather than being left unattended:
(a)

(b)

(c)

(d)

(e)

(43) Top management is willing to invest a considerable part of their time and other
resources to ensure the development of employees:
(a)

(b)

(c)

(d)

(e)

(44) The top management believes that human resources are an extremely important resource and they have to be treated more humanly:
(a)

(b)

(c)

(d)

(e)

3. Please state down the kind of pressure/harassment on employees during work/time

deadline and What are the most common reasons for staff leaving/retention your
organization ?.

4. How do the pay levels in your organization compare to other organization in

your line of work. Do you offer extra payment/bonus to employees, who complete
9

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CIRCLE, BHOPAL & BHEL, BHOPAL

innovative/extraordinary work in fixed time domain ?.

2.3

Human resources management

1. The following components of performance appraisal are present in our performance appraisal system, Please circle one or more letters that is relevant for your
organization:
(a) Some form of agreement on tasks/ targets/functions between a boss and his
subordinates forms the basis for appraisal
(b) Appraisal discussion which aims at helps the appraisee to recognize his strengths
(c) Appraisal feedback to tell the employees the areas he needs to improve
(d) Self-appraisal to communicate to the boss the accomplishments of an employee
(e) Appraisal on managerial qualities (leadership, coordination, initiative etc.)
(f) Identification of training and development needs
(g) Appraising potential for promotions
(h) Performance appraisal discussions with focus on feedback and counseling
(i) Identifying factors affecting performance and communicating them to the boss
for his assistance
(j) Signature by subordinated on the form after assessment by the boss
(k) Appraisal of the boss by the subordinates
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CHAPTER 2. PUBLIC SECTOR ORGANIZATION in INDIA BSNL, M.P.

CIRCLE, BHOPAL & BHEL, BHOPAL

2. The stated primary objective of the performance appraisal in my organization is:

(a) Mainly to develop employee capabilities
(b) Mainly to control employee behavior through rewards/ punishments, etc.
(c) Both control and development
(d) Others (specify)
3. In practice the performance appraisal system in my organization appears to serve
the following purpose:
(a) Development of employees
(b) To control employee behaviour
(c) Both (a) and (b)
(d) Others (specify)
4. The objectives of promotion policy of BSNL & BHEL can be put together in the
following components, Please circle one or more letters that is relevant in your point
of view:
(a) To integrate growth opportunities of the executives with fulfillment of Companys objectives
(b) To man executive posts in the company with competent personnel having
growth potential, and to utilize their capabilities in the working environment
to the maximum through opportunities available for advancement
(c) To provide for a system which is conducive to equity, fairness and objectivity
in matters concerning promotion of executives
(d) To ensure uniformity and consistency , to the extent possible, in promotion of
executives of different Units of the company
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CHAPTER 2. PUBLIC SECTOR ORGANIZATION in INDIA BSNL, M.P.

CIRCLE, BHOPAL & BHEL, BHOPAL

(e) To motivate executives of the organization for better performance by rewarding

their contribution to the growth of the organization
(f) To ensure continuity of the management and systematic succession planning
for senior/key posts in the executive cadre
(g) To integrate executives into a cohesive team
(h) all
5. Please read each statement and indicate whether you agree or disagree with it.
Indicate your level of agreement by selecting one of the five levels of agreement.
Please encircle the letter that is relevant.
(a) definitely disagree
(b) inclined to disagree
(c) agree
(d) inclined to agree
(e) definitely agree

(1) External training programs are carefully chosen after collecting enough information about their quality & suitability and programs are well designed with
widely shared training policy in the company:
(a)

(b)

(c)

(d)

(e)

(2) Management makes an effort to talk with you about your career aspirations
within the organization:
(a)

(b)

(c)

(d)

(e)

(3) The philosophy of our management emphasises the human factor, how people
feel etc.:
(a)

(b)

(c)

(d)

(e)
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CHAPTER 2. PUBLIC SECTOR ORGANIZATION in INDIA BSNL, M.P.

CIRCLE, BHOPAL & BHEL, BHOPAL

(4) Management believes that if the people are happy, productivity will take care
of itself:
(a)

(b)

(c)

(d)

(e)

6.Please write below if you think there is anything different or unique about the
performance appraisal system used by your organization.

7. Please write down the different standards for the process of hiring the graduate
and non-graduate employees in your organization and what are the criteria for an
applicant to be included on written as well as interview short-list ?.

8. Please write down in the spaces provided, the difficulties your organization faces
in recruiting new employees for the following categories of jobs and employees:
(a) Regular, Technical & Non-Technical jobs

(b) Temporary & Contractual jobs

(c) Probationer, Apprentice/Trainee

13

CHAPTER 2. PUBLIC SECTOR ORGANIZATION in INDIA BSNL, M.P.

CIRCLE, BHOPAL & BHEL, BHOPAL

(d) Female Employees

9. In detail, share some of the positive and negative experiences you have encountered with your organisation ?.

2.4

Human resources development/improvement

1. The following components of Human Resource Development are present in our

system, Please circle one or more letters that is relevant in your point of view:
(a) Feedback and counseling
(b) Training
(c) Job rotation
(d) Data storage and
(e) Manpower planning
(f) All
2. Please read each statement and indicate whether you agree or disagree with it.
Indicate your level of agreement by selecting one of the five levels of agreement.
Please encircle the letter that is relevant.
(a) definitely disagree
(b) inclined to disagree
14

CHAPTER 2. PUBLIC SECTOR ORGANIZATION in INDIA BSNL, M.P.

CIRCLE, BHOPAL & BHEL, BHOPAL

(c) agree
(d) inclined to agree
(e) definitely agree

(1) HRD means helping and encouraging employees to acquire and develop their
capabilities and changing their values, beliefs and attitudes favourably to their
present/future role, Please circle the letter that is relevant:
(a)

(b)

(c)

(d)

(e)

(2) The employees are helped to acquire technical knowledge & skills through
training and there is also adequate emphasis on developing managerial capabilities of the managerial staff through training:
(a)

(b)

(c)

(d)

(e)

(3) Induction training provide an excellent opportunity for newcomers to learn

comprehensively about organization:
(a)

(b)

(c)

(d)

(e)

(4) Employees are sponsored for training programmes on the basis of careful
identified developmental needs with a clear understanding of the skills &
knowledge, they are expected to acquire from the training:
(a)

(b)

(c)

(d)

(e)

(5) The HR department conducts briefing and debriefing sessions for employees
sponsored for training and company programmes are handled by competent
faculty:
(a)

(b)

(c)

(d)

(e)

(6) Maintaining systematic performance record in service books (performance

appraisal):
(a)

(b)

(c)

(d)

(e)
15

CHAPTER 2. PUBLIC SECTOR ORGANIZATION in INDIA BSNL, M.P.

CIRCLE, BHOPAL & BHEL, BHOPAL

(7) Analyzing career advancement chances in the light of potentiality and developing accordingly (potential appraisal and development):
(a)

(b)

(c)

(d)

(e)

(8) Developing effective environment for rendering services (quality of work life)
and planning developing :
(a)

(b)

(c)

(d)

(e)

(9) Analyzing career advancement chances in the light of potentiality and developing overall development of the organization by analyzing changing behavioural
pattern of employees:
(a)

(b)

(c)

(d)

(e)

3. What constraints/opportunities are available in the organization regarding Human Resource Development and Training. What are the most critical parameters
& systems have been put in place, by the organization to enhance employee skills.
What are the requisite qualification & skill required for the appointment of trainer
in your organization ?.

4. What are the criteria used to select trainee, who go for further training &
development. Within the past year, how many employees have received systematic
formal training on quality and how effectively assessed. What are the promotion
and other beneficiaries policies for those trained employees. Apart from this, How
does the trade union and other factors influence training in your organization ?.

16

CHAPTER 2. PUBLIC SECTOR ORGANIZATION in INDIA BSNL, M.P.

CIRCLE, BHOPAL & BHEL, BHOPAL

2.5

Effect of liberalization

1. Please read each statement and indicate whether you agree or disagree with it.
Indicate your level of agreement by selecting one of the five levels of agreement.
Please encircle the letter that is relevant.

(a) definitely disagree

(b) inclined to disagree
(c) agree
(d) inclined to agree
(e) definitely agree

(1) Employees returning from training are given adequate free time to reflect and
plan improvements in the organization:
(a)

(b)

(c)

(d)

(e)

(2) Management training and development programmes take account of the need
for managers to think and behave strategically:
(a)

(b)

(c)

(d)

(e)

(3) Line managers provide right kind of climate to implement new ideas and
methods acquired by their juniors during training:
(a)

(b)

(c)

(d)

(e)

(4) My organization has flexible outplacement programs and flexible retirement

opportunities for all employees:
(a)

(b)

(c)

(d)

(e)
17

CHAPTER 2. PUBLIC SECTOR ORGANIZATION in INDIA BSNL, M.P.

CIRCLE, BHOPAL & BHEL, BHOPAL

2. If a department has an information-sharing-policy, most information is usually

shared among employees regardless whether or not the information is directly necessary to them. Does your department have a similar information-sharing-policy, what
are the advantages and disadvantages of this kind of policy in your organization ?.

2.6

Improvement of areas

1. How would you compare your organizations performance over the past five
years in terms of following items to that of other organizations doing the same
kind of work and what are the polices introduced in your organization to regularly
review/improvement in these areas ?.
(a) Labour productivity

(b) Quality of products and services

(c) Profitability & Income per capita

(d) Skilled workers

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CHAPTER 2. PUBLIC SECTOR ORGANIZATION in INDIA BSNL, M.P.

CIRCLE, BHOPAL & BHEL, BHOPAL

(e) Employees work satisfaction

(f) Staff leaving/Retention from Org.

2. The need to reform human resource management is critical because of its central
role in the transformation of the Public Service. Please state down your views on
this regard.

3. Can you identify the barriers that affect the HR practices at your organisation
and what are the systematic ways to deal these barriers and also to overcome this
?.

19

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25