National Vocational Qualifications (NVQs) have been introduced and developed within a competency framework by successive UK governments. Potential benefits are listed as improved skills, less skills shortages and more appropriate job-employee fit. However, there has been considerable and sustained criticism of NVQs from employers, employees and academics. Criticisms include excessive bureaucracy, overly complex terminology and a lack of credibility of the competence concept. This case-based study examines the implementation of NVQs in an organisation based on 60 semi-structured interviews with those involved. The findings reveal that NVQ is seen as a training regime within the organisation and that there are no clear links to improved business performance or employee morale. Moreover, there were contextual problems in applying the standard.
|Number of pages||15|
|Journal||Education + Training|
|Publication status||Published (in print/issue) - 1 Apr 2004|
Copyright 2016 Elsevier B.V., All rights reserved.
- Business performance
- Competence based training
- National vocational qualifications