In 1997 the Management Charter Initiative (MCI) officially launched the new management NVQs (National Vocational Qualifications), benchmarks which attempted to describe the work…
Abstract
In 1997 the Management Charter Initiative (MCI) officially launched the new management NVQs (National Vocational Qualifications), benchmarks which attempted to describe the work performed by British managers. This article is a review of those qualifications. It remembers some of the main problems associated with the original management NVQs and, drawing on some of the best theoretical and empirical accounts of managerial work, argues that the new qualifications have failed to live up to the MCI’s original promise, to assist the development and training of managers.
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Andrew Dainty, Irena Grugulis and David Langford
As a backdrop to the empirical contributions contained within this special section, this Guest Editorial aims to review the context of construction employment. It summarises the…
Abstract
Purpose
As a backdrop to the empirical contributions contained within this special section, this Guest Editorial aims to review the context of construction employment. It summarises the challenges inherent in construction work which have impeded the development of human resource management within the sector and discusses the mutually supporting contributions of the papers in furthering our understanding of how to improve the performance of the industry.
Design/methodology/approach
The operational context of the sector is reviewed briefly, before the efficacy of the industry's employment practices are examined through a review of the contributions contained within the special section.
Findings
The papers reveal the interplay of structural and cultural factors which have led to the skills shortages currently impeding the industry's development. There is a need for the sector to modernise and formalise its working and employment practices if performance and productivity improvements are to be achieved.
Originality/value
By revealing the interconnected nature of the construction employment perspectives presented within this special section, this paper presents a case for adopting a fresh transdisciplinary research agenda for addressing the industry's employment concerns.
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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…
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.
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Tony Dundon, Irena Grugulis and Adrian Wilkinson
Using a single case study approach this paper provides empirical evidence about managerial practices in a small, non‐unionised firm which represents many of the features…
Abstract
Using a single case study approach this paper provides empirical evidence about managerial practices in a small, non‐unionised firm which represents many of the features characteristic of the black‐hole of “no unions and no HRM”. The efficacy of recent union organising strategies is explored against the “context” of pleasant and unpleasant employee experiences, paternalistic management and labour and product markets. It is argued that the ideology of a “family culture” is a significant barrier to a new organising model of unionism. Consequently, the evidence supports the case that small family‐run firms can be exploitative and state support may be necessary to extend voice and collective representation.
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Looks at the 2000 Employment Research Unit Annual Conference held at the University of Cardiff in Wales on 6/7 September 2000. Spotlights the 76 or so presentations within and…
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Looks at the 2000 Employment Research Unit Annual Conference held at the University of Cardiff in Wales on 6/7 September 2000. Spotlights the 76 or so presentations within and shows that these are in many, differing, areas across management research from: retail finance; precarious jobs and decisions; methodological lessons from feminism; call centre experience and disability discrimination. These and all points east and west are covered and laid out in a simple, abstract style, including, where applicable, references, endnotes and bibliography in an easy‐to‐follow manner. Summarizes each paper and also gives conclusions where needed, in a comfortable modern format.
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Presents 31 abstracts, edited by Johanthan Morris and Mike Reed, from the 2003 Employment Research Unit Annual Conference, held at Cardiff Business School in September 2003. The…
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Presents 31 abstracts, edited by Johanthan Morris and Mike Reed, from the 2003 Employment Research Unit Annual Conference, held at Cardiff Business School in September 2003. The conference theme was “The end of management? managerial pasts, presents and futures”. Contributions covered, for example, the changing HR role, managing Kaizen, contradiction in organizational life, organizational archetypes, changing managerial work and gendering first‐time management roles. Case examples come from areas such as Mexico, South Africa, Australia, the USA, Canada and Turkey.