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dc.contributor.authorGrugulis, C. Irena*
dc.date.accessioned2009-01-05T15:42:42Z
dc.date.available2009-01-05T15:42:42Z
dc.date.issued2000
dc.identifier.citationGrugulis CI (2000) The Management NVQ: a critique of the myth of relevance. Journal of Vocational Education and Training. 52(1): 79-99.en
dc.identifier.urihttp://hdl.handle.net/10454/1050
dc.descriptionYes
dc.description.abstractThe 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¿.en
dc.language.isoenen
dc.rights© 2000 Taylor & Francis (Routledge). Reproduced in accordance with the publisher's self-archiving policy.
dc.subjectManagement NVQs
dc.subjectNational Vocational Qualifications
dc.subjectWorkplace competence
dc.subjectWorkplace practice
dc.subjectManagement roles and responsibilities
dc.titleThe Management NVQ: a critique of the myth of relevanceen
dc.status.refereedYes
dc.typeArticle
dc.type.versionAccepted manuscript
dc.identifier.doihttps://doi.org/10.1080/13636820000200108
refterms.dateFOA2018-07-17T21:59:07Z
dc.openaccess.statusopenAccess


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