Cashing-in or selling-out? : Management strategy in the implementation of traineeships in the retail industry

Since the mid 1980s, the Australian VET system has experienced significant reforms in terms of policies and regulatory frameworks, resulting in a system characterised by demand-side requirements that seek to cater to the needs of industry and employers. These reforms were instigated by a perceived change in Australia’s international competitiveness and an overall lack of flexibility that hindered productivity and technological advancements. This thesis draws upon research into the changes in VET policy and the implications for management strategy within the retail industry. It discusses the key elements of the contemporary VET system and outlines the nature and introduction of the National Training Package in Retail. Evidence from case study research into three large Australian retail organisations is presented as a means of contrasting employer experiences in the implementation of retail traineeships. The case studies highlight the different ways the same structural system can be adapted and utilised across different organisations with various degrees of success. In analysing the changes in VET policy and the implications for management strategy in the retail industry it is evident that the outcomes of implementing traineeships will be reliant on the strategic choices made by the employers