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The Management NVQ: a critique of the myth of relevance

Grugulis, I.

Authors

I. Grugulis



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'.

Citation

Grugulis, I. (2000). The Management NVQ: a critique of the myth of relevance. Journal of Vocational Education and Training, 52(1), 79-99. https://doi.org/10.1080/13636820000200108

Journal Article Type Article
Publication Date Mar 1, 2000
Deposit Date Jan 7, 2011
Journal Journal of Vocational Education and Training
Print ISSN 1363-6820
Electronic ISSN 1747-5090
Publisher Taylor and Francis Group
Peer Reviewed Peer Reviewed
Volume 52
Issue 1
Pages 79-99
DOI https://doi.org/10.1080/13636820000200108
Public URL https://durham-repository.worktribe.com/output/1513308

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