Skip to main content

Research Repository

Advanced Search

Taxing times: Lean working and the creation of (in)efficiencies in hm revenue and customs

Carter, Robert; Carter, Bob; Danford, Andrew; Danford, Andy; Howcroft, Debra; Richardson, Helen; Smith, Andrew; Taylor, Phil

Authors

Robert Carter

Bob Carter

Andrew Danford

Andy Danford

Debra Howcroft

Helen Richardson

Andrew Smith

Phil Taylor



Abstract

The prevailing economic and budgetary climate is intensifying the search for methods and practices aimed at generating efficiencies in public sector provision. This paper investigates the increasingly popular bundle of techniques operating under the generic descriptor of lean, which promises to improve operational quality processes while simultaneously reducing cost. It offers a critical appraisal of lean as a fashionable component of public sector reform and challenges the received wisdom that it unambiguously delivers 'efficiencies'. Quantitative and qualitative research in HM Revenue and Customs (HMRC) centred on employees' experiences has indicated the extent to which work has been reorganized along lean principles. However, employees perceive that changes in organizational processes and working practices have unintentionally generated inefficiencies which have impacted on the quality of public service. These suggested outcomes raise wider concerns as lean working is adopted in other public sector organizations. © 2013 Blackwell Publishing Ltd.

Journal Article Type Article
Publication Date Mar 1, 2013
Journal Public Administration
Print ISSN 0033-3298
Electronic ISSN 1467-9299
Publisher Wiley
Peer Reviewed Peer Reviewed
Volume 91
Issue 1
Pages 83-97
DOI https://doi.org/10.1111/j.1467-9299.2012.02073.x
Keywords lean, public sector reform, civil service
Public URL https://uwe-repository.worktribe.com/output/933449
Publisher URL http://dx.doi.org/10.1111/j.1467-9299.2012.02073.x



Downloadable Citations