The consequences of competence : a critical assessment of the Management NVQ.

Abstract

Presents a critical account of the implementation of the Management NVQ in three case study companies. Deals with two main themes: first, the way in which the candidates reacted to the management standards, reinterpreting their own roles and adopting the concept of a “real” manager, and second, the way working towards the NVQ changed the candidates’ work practices. The “paradox of consequences” inherent in the qualification is highlighted as the apparently rational and “relevant” competences result in distinctly irrelevant activities and it is argued that, rather than representing a model of best practice the “management competences” are, at best, irrelevant and at worst, actively harmful.