Managing-Human-Capital Deutsche Prüfungsfragen & Managing-Human-Capital Zertifizierungsprüfung

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WGU Managing-Human-Capital Prüfungsplan:

ThemaEinzelheiten
Thema 1
  • 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.
Thema 2
  • 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.
Thema 3
  • 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.
Thema 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.
Thema 5
  • 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.

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WGU Managing Human Capital C202 Managing-Human-Capital Prüfungsfragen mit Lösungen (Q43-Q48):

43. Frage
A hiring manager researched a job applicant s social media history and discovered a post from the applicant about a family member being diagnosed with Parkinson disease. The hiring manager decided not to hire the applicant based on this discovery.
Which law did the hiring manager violate?

Antwort: D

Begründung:
The Genetic Information Nondiscrimination Act (GINA) of 2008 also covers situations where genetic information is inadvertently obtained, such as through social media. It prohibits employers from using genetic information in making employment decisions, including hiring, firing, job assignments, and promotions. The hiring manager's decision not to hire the applicant based on a social media post about a family member's diagnosis with Parkinson's disease constitutes a violation of GINA.
References:
* Genetic Information Nondiscrimination Act of 2008, U.S. Equal Employment Opportunity Commission (EEOC) website


44. Frage
How can organizations create a bully-free work environment?

Antwort: B

Begründung:
A bully-free work environment requires clear organizational commitment, consistent standards, and firm enforcement. According toHuman Resource Management, 16th Editionby Gary Dessler, one of the most effective ways to prevent workplace bullying is toestablish and enforce zero-tolerance antibullying policies.
These policies clearly define unacceptable behaviors, outline reporting procedures, and specify consequences for violations.
Dessler emphasizes that antibullying efforts must be organization-wide rather than left to individual managers' discretion. Allowing managers to create their own standards can lead to inconsistency, unfair treatment, and legal risk. Similarly, addressing bullying only after it occurs or doing so privately without formal policy enforcement fails to address the broader organizational culture.
A zero-tolerance policy signals that bullying behaviors-such as intimidation, harassment, or persistent mistreatment-are unacceptable regardless of position or performance level. When consistently enforced, such policies help build trust, protect employee well-being, and reduce legal exposure. While stress management training can be beneficial, it does not directly address bullying behavior. Therefore, the correct answer isestablishing and enforcing zero-tolerance antibullying policies.
Source:
Gary Dessler,Human Resource Management, 16th Edition, Chapter on Employee Safety, Health, and Fair Treatment


45. Frage
Which tools are used for the employee-relations functions of human resource management (HRM)?

Antwort: A

Begründung:
* Labor Participation Programs: These programs encourage employee involvement in organizational decision-making, promoting better labor relations and a more engaged workforce.
* Employee Surveys: These are tools used to gather feedback from employees about their job satisfaction, work environment, and overall experience within the company. The data collected helps HR identify areas of improvement and address any concerns.
* Purpose in HRM: Both tools are crucial for understanding employee perspectives, improving communication, and fostering a positive work environment, which are central to effective employee relations.
* Benefits: Improved employee relations can lead to higher job satisfaction, reduced turnover, and enhanced organizational performance.
References:
* Society for Human Resource Management (SHRM) resources on employee relations
* Human Resource Management textbooks and best practices


46. Frage
Which characteristic of an employee demonstrates a strong person-organization fit?

Antwort: C

Begründung:
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)


47. Frage
What is organizational design?

Antwort: D

Begründung:
Organizational design involves configuring the structure of an organization to effectively achieve its goals.
This includes determining the best ways to allocate resources, coordinate activities, and supervise tasks. The aim is to create an optimal organizational framework that enhances communication, improves efficiency, and supports the achievement of strategic objectives. It includes decisions about hierarchy, departmentalization, span of control, and formalization.
"Organization Design: A Guide to Building Effective Organizations" by Naomi Stanford Harvard Business Review articles on organizational design


48. Frage
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