Pilot Analyses of Self-Peer Evaluations in an Experiential-Exercise Human Resources Management Course

Abstract

The reported study is a pilot analyses consisting of four performance concepts and four Human Resource Management theoretical concepts. Sixteen measures were analyzed to determine if there was a significant difference between Self and Peer performance evaluations. These concepts and evaluations were based on the performance of fifteen experiential exercises related to fifteen theoretical concepts and Self-Peer evaluated on eleven performance concepts. Results indicate that Peer and Self-ratings may be significantly different across the myriad of 165 interaction measures. The theoretical concept of Job Analysis was found to be significantly different across all four-performance measures. The remaining three theoretical concepts were found to contain only one or two significant differences.