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Lean and mean in the civil service: The case of processing in HMRC

Danford, Andrew; Carter, Bob; Howcroft, Deborah; Smith, Andrew; Richardson, Helen; Taylor, Phil

Authors

Andrew Danford

Bob Carter

Deborah Howcroft

Andrew Smith

Helen Richardson

Phil Taylor



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. © 2011 THE AUTHORS.

Citation

Carter, B., Danford, A., Howcroft, D., Richardson, H., Smith, A., & Taylor, P. (2011). Lean and mean in the civil service: The case of processing in HMRC. Public Money and Management, 31(2), 115-122. https://doi.org/10.1080/09540962.2011.560708

Journal Article Type Article
Publication Date Mar 1, 2011
Journal Public Money and Management
Print ISSN 0954-0962
Electronic ISSN 1467-9302
Publisher Taylor & Francis (Routledge)
Peer Reviewed Peer Reviewed
Volume 31
Issue 2
Pages 115-122
DOI https://doi.org/10.1080/09540962.2011.560708
Keywords civil service, HM Revenue and Customs
Public URL https://uwe-repository.worktribe.com/output/967527
Publisher URL http://dx.doi.org/10.1080/09540962.2011.560708


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