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WGU Managing-Human-Capital Exam Overview:

Certification Vendor:Western Governors University
Exam Name:Managing Human Capital
Exam Number:C202
Exam Format:Computer-based, Objective Assessment (proctored multiple-choice exam)
Exam Price:Included in WGU tuition
Available Languages:English
Passing Score:Competency-based (Pass/Not Pass; threshold not publicly disclosed)
Certificate Validity Period:Not applicable (course completion requirement)
Recommended Training:WGU Programs and Course Resources
Exam Registration:WGU Official Site
Sample Questions:WGU Managing-Human-Capital Sample Questions
Exam Way:Online proctored assessment (remote)
Pre Condition:No strict prerequisites; typically part of enrollment in a WGU business degree program
Official Syllabus URL:https://www.wgu.edu

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WGU Managing-Human-Capital Exam Syllabus Topics:

TopicDetails
Topic 1
  • Performance Management Best Practices: This section of the exam measures skills of Human Resource Managers and covers best practices to manage performance for added value. Learners examine systems and processes for measuring, evaluating, and improving employee performance. The content addresses how managers can establish clear performance expectations, provide effective feedback, conduct performance reviews, and implement improvement plans that drive individual and organizational results.
Topic 2
  • Maximizing Employee Contribution: This section of the exam measures skills of Business Managers and covers strategies to maximize employee contribution to organizational excellence. Learners investigate methods for leveraging employee strengths and capabilities to achieve business objectives. The material focuses on how managers can create environments where employees are empowered to contribute their best work and how individual contributions integrate to create overall organizational excellence.
Topic 3
  • Employee Motivation and Development: This section of the exam measures skills of Organizational Development Specialists and covers strategies to motivate and develop employees for optimal performance. Learners study approaches for understanding employee motivation factors and creating development opportunities. The material focuses on techniques managers use to enhance employee skills, encourage professional growth, and build a motivated workforce that contributes to organizational success.
Topic 4
  • Talent Management Strategies: This section of the exam measures skills of Human Resource Managers and covers talent management strategies to motivate and develop employees. Learners explore methods for attracting, developing, and retaining talent within organizations. The content addresses how managers can implement effective talent management programs that align employee capabilities with organizational goals and foster employee engagement and productivity.
Topic 5
  • Managing Human Capital: Managing Human Capital focuses on strategies and tools that managers use to maximize employee contribution and create organizational excellence. You will learn talent management strategies to motivate and develop employees as well as best practices to manage performance for added value.

WGU Managing Human Capital C202 Sample Questions (Q31-Q36):

NEW QUESTION # 31
Why do employees who exhibit continuance commitment choose to remain employed with an organization?

Answer: C

Explanation:
Organizational commitment is commonly categorized into affective, continuance, and normative commitment. According toHuman Resource Management, 16th Editionby Gary Dessler,continuance commitmentrefers to an employee's attachment to an organization based on theperceived costs associated with leaving, rather than emotional attachment or moral obligation.
Employees with continuance commitment remain because they believe leaving would result in significant economic or social losses, such as loss of salary, benefits, retirement plans, seniority, or difficulty finding comparable employment. Dessler explains that this type of commitment is calculated and cost-based; employees stay not because they want to or feel they ought to, but because they feel they have to.
Close relationships and strong identification with organizational values reflect affective commitment, while moral or ethical obligation reflects normative commitment. Since the question specifically refers to continuance commitment, the correct explanation is theperceived economic or social costs of leaving.
Source:
Gary Dessler,Human Resource Management, 16th Edition, Chapter on Employee Engagement and Organizational Commitment


NEW QUESTION # 32
Which characteristic of an employee demonstrates a strong person-organization fit?

Answer: A

Explanation:
Person-organization fit refers to the compatibility between an employee and the organization in terms of values, beliefs, and culture. An employee who demonstrates a strong person-organization fit shows deep commitment to the organization, aligning their personal values with the company's mission and culture. This commitment often leads to higher job satisfaction, better performance, and lower turnover rates.
References:
* "Organizational Behavior" by Stephen P. Robbins and Timothy A. Judge
* Articles on person-organization fit from the Society for Human Resource Management (SHRM)


NEW QUESTION # 33
Which factor do unions prefer when negotiating with employers over criteria for job opportunities, such as promotions and job security?

Answer: C

Explanation:
Unions traditionally emphasize fairness, objectivity, and equal treatment when negotiating employment conditions. According toHuman Resource Management, 16th Editionby Gary Dessler,seniorityis the factor unions most strongly prefer when determining criteria for promotions, layoffs, recalls, and job security.
Seniority systems are favored because they are objective, easy to verify, and limit managerial discretion, which unions often view as a potential source of favoritism or discrimination. By basing decisions on length of service, unions help ensure predictability and transparency in employment decisions, protecting long-term members from arbitrary treatment.
Dessler notes that while employers may prefer performance- or skill-based systems to reward high performers, unions typically resist these approaches unless they are clearly defined and consistently applied.
Education and experience may be considered in some agreements, but seniority remains the dominant standard in unionized settings. Age, while correlated with seniority, is not used directly due to legal and ethical concerns.
Therefore, the correct answer isseniority.
Source:
Gary Dessler,Human Resource Management, 16th Edition, Chapter on Labor Relations and Collective Bargaining


NEW QUESTION # 34
Which type of benefit is typically more secure for unionized workers than for nonunionized workers?

Answer: C

Explanation:
Unionized workers typically enjoy more secure benefits compared to nonunionized workers, with guaranteed pensions being one of the most secure. Unions negotiate defined benefit pension plans that promise a specified monthly benefit at retirement, which is often based on factors such as salary history and years of service.
These plans provide financial security for employees upon retirement and are less common in nonunionized workplaces, where defined contribution plans like 401(k)s are more prevalent.References:
* Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2019). Human Resource Management:
Gaining a Competitive Advantage. McGraw-Hill Education.
* Freeman, R. B., & Medoff, J. L. (1984). What Do Unions Do?. Basic Books.


NEW QUESTION # 35
What is a benefit of internal recruiting?

Answer: C

Explanation:
Internal recruiting involves filling job vacancies with current employees from within the organization. One significant benefit of this approach is that it enhances employee engagement and morale. When employees see that the organization values their growth and offers opportunities for advancement, they are more likely to be motivated, committed, and loyal. This practice also reduces the time and cost associated with onboarding and training new hires, as internal candidates are already familiar with the company's culture and processes.
References:
* Dessler, G. (2020). Human Resource Management. Pearson.
* Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2019). Human Resource Management:
Gaining a Competitive Advantage. McGraw-Hill Education.


NEW QUESTION # 36
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