Vidal_BPR SCD - FINAL.pdf (330.39 kB)
Customer-driven management models for choiceless clientele? Business process reengineering in a California welfare agency
journal contribution
posted on 2017-11-24, 14:46 authored by Jill Esbenshade, Matt VidalMatt Vidal, Gina Fascilla, Mariko OnoBusiness process reengineering and lean are increasingly used to restructure public sector work. This article presents a case study of reengineering in a California welfare agency. It finds extensive work intensification and reduced autonomy for the workforce, and deteriorating service for the clientele. Rather than attribute these outcomes as inherent to the business process reengineering model, this article emphasizes how cost cutting and quantitative efficiency were prioritized over worker empowerment and service quality because the organization is a government agency facing severe budgetary pressures under neoliberalism, and the clientele consists of indigent families and individuals who have no choice of an alternative provider. © 2015, SAGE Publications. All rights reserved.
History
School
- Loughborough University London
Published in
Work, Employment & SocietyVolume
30Issue
1Pages
77 - 96Citation
ESBENSHADE, J. ...et al., 2016. Customer-driven management models for choiceless clientele? Business process reengineering in a California welfare agency. Work, Employment & Society, 30(1), pp. 77-96.Publisher
© The authors. Published by SAGE JournalsVersion
- AM (Accepted Manuscript)
Publisher statement
This work is made available according to the conditions of the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International (CC BY-NC-ND 4.0) licence. Full details of this licence are available at: https://creativecommons.org/licenses/by-nc-nd/4.0/Publication date
2015-10-28Notes
This paper was accepted for publication in the journal Work, Employment & Society and the definitive published version is available at https://doi.org/10.1177/0950017015604109ISSN
0950-0170eISSN
1469-8722Publisher version
Language
- en