The management NVQ: a critique of the myth of relevance

Abstract

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’.