TY - JOUR
T1 - Lean and mean in the civil service: The case of processing in HMRC
AU - Carter, Bob
AU - Danford, Andy
AU - Howcroft, Debra
AU - Richardson, Helen
AU - Smith, Andrew
AU - Taylor, Phil
PY - 2011/3
Y1 - 2011/3
N2 - The public sector has been importing private sector methods and practices aimed at generating efficiencies and cost savings. However, the consequences of these changes on the working lives of civil servants are under-researched. This article uses detailed fieldwork to investigate the impact of Lean on labour processes in HM Revenue and Customs (HMRC). We argue that Lean has a detrimental effect on employees, their working lives, and the service that is provided to the public. The consequences of Lean on public sector work are highly problematic, which is of serious concern given its progressive impact on other civil service departments in the UK. © 2011 THE AUTHORS.
AB - The public sector has been importing private sector methods and practices aimed at generating efficiencies and cost savings. However, the consequences of these changes on the working lives of civil servants are under-researched. This article uses detailed fieldwork to investigate the impact of Lean on labour processes in HM Revenue and Customs (HMRC). We argue that Lean has a detrimental effect on employees, their working lives, and the service that is provided to the public. The consequences of Lean on public sector work are highly problematic, which is of serious concern given its progressive impact on other civil service departments in the UK. © 2011 THE AUTHORS.
U2 - 10.1080/09540962.2011.560708
DO - 10.1080/09540962.2011.560708
M3 - Article
SN - 0954-0962
VL - 31
SP - 115
EP - 122
JO - Public Money and Management
JF - Public Money and Management
IS - 2
ER -