Carter, Bob and Danford, Andrew and Howcroft, Debra and Richardson, Helen and Smith, Andrew and Taylor, Philip (2011) Lean and mean in the Civil Service : the case of processing in HMRC. Public Money and Management, 31 (2). pp. 115-122. ISSN 0954-0962Full text not available in this repository. (Request a copy from the Strathclyde author)
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.
|Keywords:||civil service, public sector, efficiency, labour processes, HMRC, Lean, Industries. Land use. Labor, Public Administration, Business, Management and Accounting(all), Sociology and Political Science|
|Subjects:||Social Sciences > Industries. Land use. Labor|
|Department:||Strathclyde Business School > Human Resource Management|
|Depositing user:||Professor Philip Taylor|
|Date Deposited:||04 Feb 2010 10:46|
|Last modified:||27 Apr 2016 13:58|