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Productivity
Absence
Turnover
Satisfaction
HumanOutput
Organizational Culture
Human ResourcesPolicies and
Practices
Organizational Change and
Development
Organizational Structure
Job Designand PhysicalEnvironment
GroupDecision Making
Leadership
Group Dynamics
Power and Politics
Conflict
Communication
BiographicalCharacteristics
Personality
Values andAtitudes
Ability
Perception
Motivation
LearningHumanInput
ORGANISATIONALSYSTEM LEVEL
GROUP LEVEL
INDIVIDUAL LEVEL
Objective
Human Factors consideration in Load Despatch Centre
• Physical Considerations
• Information Considerations
• Stress
• Human Relationship
Work Environment of the Dispatcher
• Lighting
• Noise
• Atmospheric Control
• Consoles
• Seating
• Supporting Facilities
Display of Data & Information
• Data vis-à-vis Information
• Displays
• Display of Gross Power
• Wallboard Display
• CRT display Formats
Stress in System Operation
• Occupational Stress• Effect on Job Performance
• Health
• Rotating shifts• Illness
• Physical Complaints
• Drug & Alcohol Consumption
• Less Satisfactory Domestic & Social lives
Rank Order of Sources of Stress1. Delays in receiving important information
2. Consequences of making an error
3. Insufficient Information
4. Deadlines, Time Pressure
5. Work Schedules, Shift work
6. Workload
7. Alarms
8. Shifting quickly from periods of little activity to periods of peak activity
9. Unnecessary Information
10. Management
11. Paperwork
12. Communication with the company
13. Communication outside the company
14. Boredom
15. Co-workers
16. Layout of the Control room (equipment, work-space etc)
Frequently Reported Effects of Dispatch Operators Stress
• Job Performance• Absenteeism
• Resignation
• Failure to Perform in Emergencies
•Physical•Cardiovascular angina, Hypertension, Stroke
•Gastro-intestinal ulcers, Colitis
•Complaints – Insomnia, fatigue, tension & migraine headaches
•Psychological•Anxiety
•Alcoholism
•Marital & Family Problem
Human Relationship
Impact of co-workers
Peers are important in dispatchers’ jobs which entail• The physically restricted console area at which the
job is performed
• The shift work aspects
• The magnitude of their actual or perceived responsibilities
• The common interfaces to others’ areas of responsibilities which they share
Human Relationship –
Attitude in Load Dispatch CentreAttitude in Load Dispatch Centre
TWO EXTREMES
Great individual effort going toward assuming no blame and little interchanges of information between people
Great protective fraternity and much conversation, little of which would be constructive
The Open Group attitude may produce better result because of
• Understanding of their power system
• Understanding of alternatives
• Confidence
• Ability to communicate with speed and accuracy
• Speed of responses to unanticipated events
Human Relationship –
Attitude in Load Dispatch CentreAttitude in Load Dispatch Centre
ONE EXTREME
Human Relationship –
Impact of ManagementImpact of Management
• We trust you and place confidence in you
•We expect you run our system
•We expect you to think and use common sense and good judgment in deciding what action to take and then do it
•If you think you made a mistake we would appreciate being brought into your confidence and discussing that also
•We expect you to use judgement in communicating, that is let the people know about events which occur which affect their work
•We welcome your sincere suggestions which may bring improvements to the operation of our power system
Human Relationship –
Impact of ManagementImpact of Management
OTHER EXTREME
• Distrust between operators and management
•Little can be accomplished without going through the highly structured line organization
•Few guidelines
•An overabundances of highly detailed procedures
•Inability to take action without referring to procedures
•A seeming over-reliance on ‘blame’ establishment as a disciplinary tool as distinguished from education
Model of Human Performance
PerformanceGoals
Motivation“Want to perform”
Skills & Knowledge“Know how to perform”
Operating Aids
“Have resources to Perform”
The JobPerformance
Results
Work Environment
•“Suitable condition to perform”•Physical•Psychological•Organizational•BusinessBusiness
Environment
Human PerformanceGoal Setting and Feedback
Issues
• What Performance measure should be used? How should they be defined? How can we assure coherence among different measures?
• Who should perform the evaluation? What instruments(e.g. check sheets, computer generated measures) could be used?
•To what extent can performance measurement on a dispatcher training simulator (DTS) substitute for measurement on the job?
•Should evaluation be of the team or the individual?
•How frequently should the evaluation be performed?
•What system should be established for diagnosing the cause of mismatch between goals and results – root cause analysis.
•If the operators are performing according to the rules or procedures, how can we distinguish the quality of their performance from that of the rules that they follow?
• At the heart of the performance system is the JOB itself
Human PerformanceThe Job
•Nature of the job including job pace
•Level of responsibility
•Variety
•Complexity
JOB
PERFORMANCE
JOB
PERFORMANCE
Human PerformanceThe Job
Traditional Functional
Areas
Emerging Functional Areas
• Load Forecasting
• Unit Commitment
• Outage Planning
• Generation Control
• Frequency Regulation
• Energy Interchange
• Monitoring System Security
•Voltage Control
•Switching / Supervisory Control
•Emergency Response
•System Restoration
• Energy Trading
• Market Place Bidding
• Procurement of Ancillary Services
• Constraint / Congestion Mangement
Human Performance The JobData Requirements Timelines Number of
OptionsComplexi
-ty of Decision
Routine
Decisions
• Little Data
•Readily available
•Little analysis
Time is not significant
•Few options
•Often driven by procedures
Minimal
Normal Operating
Decisions
• Data readily available
• Operation gets additional data as needed
• Requires data analysis for quality
Sufficient
•Many options
•Options often at multiple points in process
Medium
Operating Decisions in Emergency/ Restorative State
• data may be incorrect or not readily available
•Careful analysis required
•May need analysis assistance from supervisor or others
Time may be limited
• Many options at multiple points in response
High
The Business Environment
• Changes in the utility business environment impact system operator’s job As well as performance cycle in which it is embedded.
• System operator’s decision making must be adjusted to reflect market concerns.
• Few other factors• Business culture
• Changing external regulations
• Shift of priorities
• Changes in traditional structures and operating standard
• Broad Range of tools
• Systems
• Documents• Procedures
• Analytical Decision aids
• On-Line Helps
• Expert System
SKILLS AND KNOWLEDGE
PHYSICAL FACTORS
WORK ENVIRONMENT
• System operation is a high-stress job
• There are negative as well as positive aspect of stress
•Stress to a certain level improves performance.
Performance tends to deteriorate both under the intense stress of a critical emergency and in the absence of simulation or some level of challenge
• Complicated tasks are more affected by stress than simple tasks
• Complicated tasks are more affected by stress than simple tasks
• When dealing with several tasks in parallel, the secondary tasks are more affected by stress than the primary task.
PHYSICAL FACTORS
WORK ENVIRONMENT
• Short term memory is affected by stress
• Stress will cause amore primitive style of decision making
• Lonesome work can cause stress
Means of preventing negative stress
PHYSICAL FACTORS
WORK ENVIRONMENT
• The work should contain variation and opportunities for improvement
• The Physical and mental strain of the work should not be unreasonable
• Individuals should have adequate knowledge and skills for the task
• Adequate training should be provided
Means of preventing negative stressPHYSICAL FACTORSWORK ENVIRONMENT
• There should be continuous feedback on the performance of the individual
• There should be a good social environment and team spirit at work
• There should be a social safety net for individuals who fail
• The MMI should be well designed with adequate feedback on actions
• Disturbances like noise, etc. should be minimized
Definition of Occupational Health
“occupational health should aim at the promotion and maintenance of the highest degree of physical, mental and social well being of workers in all occupations”
Occupational Environment
The sum of external conditions and influences which prevail at the place of work and which have a bearing on the health of the working population.
There are three types of interaction in a working environment
1. Man and physical, chemical & biological agents
2. Man and Machine
3. Man and Man
Prevention of occupational Diseases
MEDICAL MEASURES
Pre-placement examination
Periodic Examination
Medical and Health care services
Notification
Supervision of working environment
Maintenance and analysis of records
Health education and counseling
ENGINEERING MEASURES Design of building Good house keeping General ventilation Mechanization Substitution Dusts Enclosure isolation Local exhaust ventilation Protective deviceEnvironmental monitoringStatistical MonitoringReasearch
Prevention of occupational Diseases
LIGISLATION
The Factories Act, 1948
The Employees’ State Insurance Act, 1948
Prevention of Occupational Diseases
VALUES
• Values represent basic convictions that a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end state of existence
• Values have both content and intensity attributes.
• Values generally influence attitudes and behaviuor
As per ‘Allport and his Associates’
1. Theoretical
2. Economic
3. Aesthetic
4. Social
5. Political
6. Religious
TYPES OF VALUES
As per recent studies
1. Reactive
2. Tribalistic
3. Egocentrism
4. Conformity
5. Manipulative
6. Sociocentric
7. Existential
Hierarchy of levels that are descriptive of personal values and life styles
Attitude• Sources of attitude
• From parents
• Teachers
• Peer groups
• Types - relevant to organization
• Job Satisfaction
• Job Involvement
• Organizational Commitment
What is Stress?
“Stress is a dynamic condition in
which an individual is confronted with
an opportunity, constrain or demand
related to what he or she desires and
for which the outcome is perceived to
be both uncertain and important”
Job Stress
Stress is not necessarily bad in and of itself It also has positive value
Stress is associated with constraints and
demand Stress creates some very real costs to organizations
Stress is additive
People react differently to stress situations
Organizational variables• Organizational level• Horizontal differentiation• Authority demands• Job characteristics• Work setting
Group variables•Group norms•Role conflicts•Leadership styles
Individual variables• Age• Tenure• Personality
Jobstressors
Feltstress
Jobsatisfaction
Productivity
Turnover