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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Abstract

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.

Item Type:	Article
Themes:	Built and Human Environment Energy Health and Wellbeing Media, Digital Technology and the Creative Economy Memory, Text and Place Subjects outside of the University Themes
Schools:	Schools > Salford Business School > Salford Business School Research Centre
Journal or Publication Title:	Public Money and Management
Publisher:	Taylor & Francis
Refereed:	Yes
ISSN:	0954-0962
Depositing User:	HJ Richardson
Date Deposited:	06 Oct 2011 11:54
Last Modified:	16 Feb 2022 12:36
URI:	https://usir.salford.ac.uk/id/eprint/17937

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