Lean and mean in the civil service: the case of processing in HMRC
Carter, B, Danford, A, Howcroft, D, Richardson, H, Smith, A and Taylor, P 2011, 'Lean and mean in the civil service: the case of processing in HMRC' , Public Money and Management, 31 (2) , pp. 115-122.
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The desire to modernise the public sector has led to the import of private sector management methods and practices aimed at generating efficiencies and cost savings; yet, the consequences of these changes on the working lives of civil servants are under-researched. This paper uses detailed fieldwork, based on a national survey and multi-site interviews, to investigate the impact of Lean on public service labour processes in HM Revenue and Customs (HMRC). We contrast our findings with those presented in a previous study of HMRC and 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 grave concern given its impending roll out in other organisations.
|Themes:||Built and Human Environment|
Health and Wellbeing
Media, Digital Technology and the Creative Economy
Memory, Text and Place
Subjects outside of the University Themes
|Schools:||Colleges and Schools > College of Business & Law > Salford Business School > Strategic Management and Leadership Development|
|Journal or Publication Title:||Public Money and Management|
|Publisher:||Taylor & Francis|
|Depositing User:||HJ Richardson|
|Date Deposited:||06 Oct 2011 12:54|
|Last Modified:||22 Mar 2013 12:16|
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