Cookies

We use cookies to ensure that we give you the best experience on our website. By continuing to browse this repository, you give consent for essential cookies to be used. You can read more about our Privacy and Cookie Policy.


Durham Research Online
You are in:

The Management NVQ : a critique of the myth of relevance.

Grugulis, I. (2000) 'The Management NVQ : a critique of the myth of relevance.', Journal of vocational education and training., 52 (1). pp. 79-99.

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 qualification route that could be accessed by all. This article draws on an indepth 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 becomes routine. The article concludes by arguing that these flaws are structural ones that may be expected to continue as long as NVQs continue to attempt to distil the essence of occupations into 'standards'.

Item Type:Article
Full text:Full text not available from this repository.
Publisher Web site:http://dx.doi.org/10.1080/13636820000200108
Record Created:18 Jan 2011 12:35
Last Modified:27 Oct 2011 10:31

Social bookmarking: del.icio.usConnoteaBibSonomyCiteULikeFacebookTwitterExport: EndNote, Zotero | BibTex
Usage statisticsLook up in GoogleScholar | Find in a UK Library