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WGU Managing-Human-Capital Exam Syllabus Topics:

Topic	Details
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	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 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	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.
Topic 5	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.

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WGU Managing Human Capital C202 Sample Questions (Q27-Q32):

NEW QUESTION # 27
Which step could a company take to prevent workplace violence?

A. Offer and publicize an employee assistance program
B. Create an award program linked to employee performance
C. Establish a fitness center for employees
D. Offer and publicize professional development opportunities

Answer: A

Explanation:
Preventing workplace violence requires proactive identification and management of risk factors such as stress, substance abuse, emotional distress, and personal crises. According toHuman Resource Management, 16th Editionby Gary Dessler, one effective preventive measure is tooffer and publicize an employee assistance program (EAP).
Employee assistance programs provide confidential counseling and support services for employees dealing with personal or work-related problems, including stress, depression, financial issues, and family difficulties.
Dessler explains that EAPs help reduce the likelihood that unresolved personal problems escalate into aggressive or violent behavior at work.
By making employees aware of available support resources, organizations demonstrate concern for employee well-being while also reducing safety risks. Fitness centers, performance awards, and professional development opportunities may improve morale or engagement, but they do not directly address the emotional and psychological factors linked to workplace violence.
Therefore, the most appropriate step a company can take to prevent workplace violence is tooffer and publicize an employee assistance program.
Source:
Gary Dessler,Human Resource Management, 16th Edition, Chapter on Employee Safety, Health, and Workplace Violence Prevention

NEW QUESTION # 28
What must an organization that incorporates an ethics and compliance program that follows the Federal Sentencing Guidelines for Organizations enable all employees to do?

A. Anonymously report unethical conduct
B. Publicly accuse coworkers of ethics violations
C. Give ethical advice to coworkers
D. Discipline employees for unethical conduct

Answer: A

Explanation:
* Federal Sentencing Guidelines for Organizations: These guidelines encourage organizations to implement effective ethics and compliance programs to prevent and detect violations of law.
* Anonymous Reporting: A critical component of these programs is providing a mechanism for employees to report unethical conduct without fear of retaliation. Anonymity ensures that employees feel safe to report misconduct.
* Encouraging Ethical Behavior: By enabling anonymous reporting, organizations foster an environment where ethical behavior is promoted, and issues can be addressed promptly.
* Protection for Whistleblowers: This measure protects whistleblowers from potential backlash and ensures that the organization can identify and mitigate unethical practices effectively.
References:
* Federal Sentencing Guidelines for Organizations, U.S. Sentencing Commission
* Ethics and Compliance Programs: A Resource Guide by the U.S. Department of Justice and the SEC

NEW QUESTION # 29
What is an example of a situational interview question?

A. "How would you handle a scenario in which you are asked to do something that goes against company policy?"
B. "Which type of leadership style do you prefer from your direct manager, and why do you prefer this style?"
C. "What have you done to successfully turn a difficult customer into a satisfied and loyal customer?"
D. "How have you handled a situation in which you and a coworker could not cooperate and had to get management involved?"

Answer: A

Explanation:
Situational interview questions are designed to assess how candidates would handle hypothetical scenarios related to the job. The question "How would you handle a scenario in which you are asked to do something that goes against company policy?" requires the candidate to demonstrate their problem-solving abilities, ethical judgment, and adherence to organizational rules. This type of question helps employers gauge a candidate's potential behavior and decision-making skills in challenging situations.References:
* Dessler, G. (2020). Human Resource Management. Pearson.
* Campion, M. A., Palmer, D. K., & Campion, J. E. (1997). A review of structure in the selection interview. Personnel Psychology.

NEW QUESTION # 30
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?

A. Genetic Information Nondiscrimination Act of 2008
B. Family and Medical Leave Act of 1993
C. Americans with Disabilities Act of 1990
D. Fair Labor Standards Act of 1938

Answer: A

Explanation:
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.
Genetic Information Nondiscrimination Act of 2008, U.S. Equal Employment Opportunity Commission (EEOC) website

NEW QUESTION # 31
A manager and an employee go on a lunch break together. The manager tells the employee about another coworker that received discipline. The manager discloses to the employee that the coworker was reprimanded for poor performance.
Which part of this scenario involves an ethical dilemma?

A. The manager having an unofficial one-on-one conversation with the employee
B. The employee listening to what the manager shared
C. The employee going on a lunch break with the manager
D. The manager disclosing the discipline of the coworker to the employee

Answer: D

NEW QUESTION # 32
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