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

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.

Notes

* The PCS has around 300,000 members (for more information see www.pcs.org.uk).

Additional information

Notes on contributors

Bob Carter

Bob Carter is Professor of Organisational Change Management, Leicester Business School, UK.

Andy Danford

Andy Danford is Professor of Employment Relations, University of the West of England, UK.

Debra Howcroft

Debra Howcroft is Professor of Technology and Organisations, Manchester Business School, UK.

Helen Richardson

Helen Richardson is a reader at the University of Salford, UK.

Andrew Smith

Andrew Smith is a lecturer in HRM and Employment Relations at Bradford University, UK.

Phil Taylor

Phil Taylor is Professor of Work and Employment Studies, University of Strathclyde, UK.