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    The Management NVQ: a critique of the myth of relevance

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    Publication date
    2000
    Author
    Grugulis, C. Irena
    Keyword
    Management NVQs
    National Vocational Qualifications
    Workplace competence
    Workplace practice
    Management roles and responsibilities
    Rights
    © 2000 Taylor & Francis (Routledge). Reproduced in accordance with the publisher's self-archiving policy.
    Peer-Reviewed
    Yes
    
    Metadata
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    Abstract
    The Management NVQs were (according to their proponents) designed to provide a new mechanism for certifying workplace competence. Centred on descriptions of practice in the workplace they offered a qualifications route that could be accessed by all. This article draws on an in-depth study of the implementation of NVQs in three private sector organisations. It argues that, in practice, this competence-based format is highly problematic. Candidates are required to work towards criteria that may not match their roles and responsibilities, developmental work is systemically discouraged and work is routinised. The article concludes by arguing that these flaws are structural ones which may be expected to continue as long as NVQs continue to attempt to distil the essence of occupations into `standards¿.
    URI
    http://hdl.handle.net/10454/1050
    Citation
    Grugulis, C.I. (2000) The Management NVQ: a critique of the myth of relevance. Journal of Vocational Education and Training Vol. 52, No. 1 pp. 79-99
    Link to publisher’s version
    http://www.tandf.co.uk/journals/titles/13636820.asp
    Type
    Article
    Collections
    Management and Law Publications

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