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

Author

Listed:
  • Jill Esbenshade

    (San Diego State University, USA)

  • Matt Vidal

    (King’s College London, UK)

  • Gina Fascilla

    (San Diego State University, USA)

  • Mariko Ono

    (San Diego State University, USA)

Abstract

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.

Suggested Citation

  • Jill Esbenshade & Matt Vidal & Gina Fascilla & Mariko Ono, 2016. "Customer-driven management models for choiceless clientele? Business process reengineering in a California welfare agency," Work, Employment & Society, British Sociological Association, vol. 30(1), pages 77-96, February.
    • Handle: RePEc:sae:woemps:v:30:y:2016:i:1:p:77-96
    DOI: 10.1177/0950017015604109
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    References listed on IDEAS

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    1. Gail Hebson & Damian Grimshaw & Mick Marchington, 2003. "PPPs and the Changing Public Sector Ethos: Case-Study Evidence from the Health and Local Authority Sectors," Work, Employment & Society, British Sociological Association, vol. 17(3), pages 481-501, September.
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