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WGU Managing-Human-Capital Exam Overview:

Certification Vendor:	Western Governors University
Exam Name:	Managing Human Capital
Exam Number:	C202
Exam Duration:	120 minutes
Passing Score:	Competency-Based Pass
Exam Format:	Objective Assessment, Scenario-Based Questions, Multiple Choice
Available Languages:	English
Real Exam Qty:	60-70
Related Certifications:	MSML Business Management Programs MBA
Certificate Validity Period:	No Expiration
Sample Questions:	WGU Managing-Human-Capital Sample Questions
Exam Way:	Online Proctored Objective Assessment
Pre Condition:	Enrollment in a WGU business or management degree program
Official Syllabus URL:	https://www.wgu.edu/

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WGU Managing-Human-Capital Exam Syllabus Topics:

Topic	Details
Topic 1	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 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	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 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	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.

WGU Managing Human Capital C202 Sample Questions (Q54-Q59):

NEW QUESTION # 54
Which scenario illustrates how a human resources (HR) department serves as an internal consultant for managers?

A. A manager wants to address repeated employee tardiness and gets advice from the HR department about protocol before addressing the situation.
B. An HR department selects applicants who will receive job offers without seeking a manager's approval.
C. An HR department conducts background checks on newly hired employees before they report for their first day with their manager.
D. A manager informs the HR department that an employee has been late numerous times, and the HR department tells the manager to refer to the organization's policy.

Answer: A

Explanation:
In this scenario, the HR department acts as an internal consultant by providing expert advice and guidance to the manager on handling a specific employee issue-repeated tardiness. The HR department helps the manager understand the appropriate protocol, ensuring that the manager's actions are consistent with company policies and legal requirements. This consultative role supports managers in making informed decisions and effectively addressing workplace challenges.
"Human Resource Management" by Gary Dessler
Society for Human Resource Management (SHRM) resources on HR as an internal consultant

NEW QUESTION # 55
A recruiter requests that an applicant complete a document that requests information about the applicant s medical conditions and the medical conditions of their family members.
Which law did this recruiter violate?

A. Americans with Disabilities Act of 1990
B. Civil Rights Act of 1991
C. Family and Medical Leave Act of 1993
D. Genetic Information Nondiscrimination Act of 2008

Answer: D

Explanation:
The Genetic Information Nondiscrimination Act (GINA) of 2008 prohibits employers from requesting, requiring, or purchasing genetic information about an applicant or an employee, which includes family medical history. The act aims to prevent discrimination based on genetic information in both health insurance and employment. The recruiter's request for information about the applicant's medical conditions and those of their family members directly violates GINA.
Genetic Information Nondiscrimination Act of 2008, U.S. Equal Employment Opportunity Commission (EEOC) website

NEW QUESTION # 56
How can job design benefit an organization?

A. By creating positions that can push an employee to the highest level of output for the benefit of the organization
B. By creating positions that require consistent performance from employees, which increases the organization's output
C. By creating positions that motivate managers to segment work into very simple elements, removing opportunities for creativity and increasing efficiency
D. By creating positions that enable the organization to achieve its goals while motivating employees by assigning them work based on their needs and talents

Answer: D

Explanation:
Job design is the process of organizing tasks, duties, and responsibilities into a productive unit of work. By creating positions that align with employees' needs and talents, job design can significantly benefit an organization. This approach not only helps in achieving organizational goals by ensuring that work is done efficiently and effectively but also motivates employees by recognizing their individual strengths and preferences. Motivated employees tend to be more engaged, productive, and satisfied with their jobs, which in turn leads to higher retention rates and better overall organizational performance. Effective job design considers various factors such as job enrichment, job enlargement, job rotation, and the use of teams to create a fulfilling work environment.
References
* Hackman, J. R., & Oldham, G. R. (1976). "Motivation through the Design of Work: Test of a Theory." Organizational Behavior and Human Performance.
* Armstrong, M. (2021). "Armstrong's Handbook of Human Resource Management Practice." Kogan Page.

NEW QUESTION # 57
What are employees experiencing if they are motivated by finding fulfillment in their work?

A. Intrinsic motivation
B. Extrinsic motivation
C. External motivation
D. Incentive motivation

Answer: A

Explanation:
Motivation can originate from internal or external sources. According toHuman Resource Management, 16th Editionby Gary Dessler,intrinsic motivationoccurs when employees are driven by internal satisfaction, enjoyment, or fulfillment derived from the work itself rather than external rewards.
Employees who find their work meaningful, challenging, or personally rewarding are intrinsically motivated.
Dessler emphasizes that intrinsic motivation is associated with higher levels of engagement, creativity, and long-term commitment because the motivation comes from within the individual rather than from pay, bonuses, or promotions.
External, extrinsic, or incentive motivation refers to behavior driven by external rewards or avoidance of punishment. Since the question specifies fulfillment from the work itself, the correct classification isintrinsic motivation.
Source:
Gary Dessler,Human Resource Management, 16th Edition, Chapter on Employee Motivation and Engagement

NEW QUESTION # 58
How can exit interviews be used to reduce voluntary turnover?

A. To identify causes and improve current conditions
B. To determine why employees were fired
C. To track potential wrongful termination conditions
D. To ensure equitable departure processes

Answer: A

Explanation:
Exit interviews are an important tool for understanding employee turnover. According toHuman Resource Management, 16th Editionby Gary Dessler, exit interviews are most effective when used toidentify the underlying causes of employee departuresand to guide improvements in current workplace conditions.
Dessler notes that while exit interviews cannot prevent the departure of the exiting employee, they provide valuable insights into organizational weaknesses such as poor supervision, inadequate pay, limited advancement opportunities, or unsatisfactory working conditions. When organizations systematically analyze exit interview data, they can identify patterns and take corrective action to reduce future voluntary turnover.
Exit interviews are not designed to investigate wrongful termination or to determine why employees were fired, as they are typically conducted during voluntary separations. Ensuring equitable departure processes is an administrative concern, not a retention strategy. Thus, the primary value of exit interviews lies inidentifying causes of turnover and improving organizational practices.
Source:
Gary Dessler,Human Resource Management, 16th Edition, Chapter on Employee Retention, Turnover, and Exit Interviews

NEW QUESTION # 59
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