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Customer-driven management models for choiceless clientele? Business process reengineering in a California welfare agency

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journal contribution
posted on 24.11.2017 by Jill Esbenshade, Matt Vidal, Gina Fascilla, Mariko Ono
Business 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 & Society

Volume

30

Issue

1

Pages

77 - 96

Citation

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 Journals

Version

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

2016

Notes

This paper was accepted for publication in the journal Work, Employment & Society and the definitive published version is available at https://doi.org/10.1177/0950017015604109

ISSN

0950-0170

eISSN

1469-8722

Language

en

Exports