CARTER, Bob, DANFORD, Andy, HOWCROFT, Debra, RICHARDSON, Helen, SMITH, Andrew and TAYLOR, Phil (2011). Lean and mean in the civil service: the case of processing in HMRC. Public Money and Management, 31 (2), 115-122.Full text not available from this repository.
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.
|Research Institute, Centre or Group:||Sheffield Business School Research Institute > People, Work and Organisation|
|Depositing User:||Helen Richardson|
|Date Deposited:||05 Sep 2012 10:42|
|Last Modified:||25 Apr 2014 15:48|
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