Evaluating human resource management capacity for effective implementation of advanced metering infrastructure by electricity distribution companies in Pakistan

Abstract

The Government of Pakistan, with technical and financial assistance from international development institutions, has begun to implement Advanced Metering Infrastructure (AMI) in its electricity distribution systems to address a growing electricity crisis in the country. Grounded in resource-based theory and firm-specific human capital logic, we argue that the success of this project will largely be determined by the Electricity Distribution Companies' (DISCOs) HRM capacity that includes both the effective development of AMI-specific human resource (HR) capabilities (knowledge, abilities, skills, attitudes, behaviors), and human resource management (HRM) strategy. Data concerning HR capabilities and the prevailing HRM strategy were collected through in-depth interviews with HRM professionals, project managers, and technical staff of DISCOs; and an online survey of 3400 electricity consumers. Findings reveal that the DISCOs have a short-term, functional, and technical understanding of AMI and may not be aware of the long-term social and economic implications of the project. Electricity consumer attitudes toward different aspects of AMI technology and the government's commitment to overcoming the energy crisis and implementing AMI are not sufficiently positive. The DISCOs understanding of the need for consumer engagement and AMI-specific HR capabilities and HRM strategy to realize the full benefits of AMI is limited. This lack of attention to project-specific HR capabilities and HRM strategy in the DISCOs, along with the absence of a consumer-engagement strategy, seem to be major barriers to the successful implementation of AMI and achievement of associated goals in Pakistan.