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    Taxing times: lean working and the creation of (in)efficiencies in HM Revenue and Customs

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    Publication date
    2013
    Author
    Carter, B.
    Danford, A.
    Howcroft, D.
    Richardson, H.
    Smith, Andrew J.
    Taylor, P.
    Keyword
    REF 2014; Lean working; Public sector reform; (In)efficiencies; HM Revenue and Customs; HMRC
    
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    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.
    URI
    http://hdl.handle.net/10454/5909
    Citation
    Carter, B. O. B., Danford, Andy, Howcroft, Debra, Richardson, Helen, Smith, Andrew, Taylor, Phil (2013b) Taxing times: lean working and the creation of (in)efficiencies in HM Revenue and Customs. Public Administration, 91(1), 83-97.
    Link to publisher’s version
    http://dx.doi.org/10.1111/j.1467-9299.2012.02073.x
    Type
    Article
    Collections
    Management and Law Publications

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