Lean and mean in the Civil Service: the case of processing in HMRC

Bob Carter; Andrew Danford; Debra Howcroft; Helen Richardson; Andrew Smith; Philip Taylor

doi:10.1080/09540962.2011.560708

Lean and mean in the Civil Service: the case of processing in HMRC

Bob Carter, Andrew Danford, Debra Howcroft, Helen Richardson, Andrew Smith, Philip Taylor

Work, Employment And Organisation

Research output: Contribution to journal › Article › peer-review

53 Citations (Scopus)

Abstract

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.

Original language	English
Pages (from-to)	115-122
Number of pages	8
Journal	Public Money and Management
Volume	31
Issue number	2
DOIs	https://doi.org/10.1080/09540962.2011.560708
Publication status	Published - 18 Feb 2011

Keywords

civil service
public sector
efficiency
labour processes
HMRC
Lean

UN SDGs

This output contributes to the following UN Sustainable Development Goals (SDGs)

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10.1080/09540962.2011.560708

Cite this

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Lean and mean in the Civil Service: the case of processing in HMRC

Abstract

Keywords

UN SDGs

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