Certification Managing-Human-Capital Test Questions - Certification Managing-Human-Capital Dump

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WGU Managing-Human-Capital Exam Syllabus Topics:

SectionObjectives
The Role of Human Resource Management in Business- Organizational Culture
  • 1. Global HRM
  • 2. Diversity and Inclusion
  • 3. Ethics in HRM
  • 4. Leadership Development
Performance Management and Compensation- Performance Systems
  • 1. Employee Motivation
  • 2. Performance Appraisal
  • 3. Benefits Administration
  • 4. Compensation Strategies
Legal and Regulatory Requirements- Employment Laws
  • 1. Labor Relations
  • 2. Workplace Safety
  • 3. Workplace Discrimination
  • 4. Equal Employment Opportunity
Employee Relations and Workplace Safety- Workplace Management
  • 1. Employee Engagement
  • 2. Health and Safety Programs
  • 3. Risk Management
  • 4. Conflict Resolution
Training and Employee Development- Employee Growth
  • 1. Coaching and Mentoring
  • 2. Career Development
  • 3. Training Programs
  • 4. Performance Improvement
Analyzing Work and Human Resource Planning- Workforce Planning
  • 1. Recruitment and Selection
  • 2. Succession Planning
  • 3. Job Analysis
  • 4. Staffing Strategies
Strategic Human Resource Management- HRM and Organizational Strategy
  • 1. Organizational Performance
  • 2. Competitive Advantage
  • 3. Business Strategy Alignment
  • 4. Human Resource Management Functions

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WGU Managing Human Capital C202 Sample Questions (Q21-Q26):

NEW QUESTION # 21
Which act establishes a national minimum wage, overtime rules, recordkeeping requirements, and youth employment standards?

Answer: A

Explanation:
The Fair Labor Standards Act (FLSA) of 1938 establishes several key labor standards, including a national minimum wage, overtime pay eligibility, recordkeeping, and child labor regulations. The FLSA is administered by the Wage and Hour Division of the U.S. Department of Labor and ensures that workers receive fair compensation and that minors are protected in the workplace.
References:
* Fair Labor Standards Act of 1938, U.S. Department of Labor (DOL) website


NEW QUESTION # 22
Which factor do unions prefer when negotiating with employers over criteria for job opportunities, such as promotions and job security?

Answer: A

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 # 23
What is a characteristic of psychological contracts in the workplace?

Answer: A

Explanation:
Psychological contracts in the workplace refer to the unspoken, informal agreements and mutual expectations between employees and employers. These contracts encompass beliefs about the reciprocal obligations between both parties, such as job security, advancement opportunities, and support from the employer, while employees are expected to demonstrate loyalty, productivity, and commitment. Psychological contracts are critical because they influence employee behavior, satisfaction, and engagement. Violations of these unwritten expectations can lead to decreased trust, job dissatisfaction, and increased turnover.References:
* Rousseau, D. M. (1995). Psychological Contracts in Organizations: Understanding Written and Unwritten Agreements. Sage Publications.
* Armstrong, M., & Taylor, S. (2020). Armstrong's Handbook of Human Resource Management Practice.
Kogan Page.


NEW QUESTION # 24
Which employee is experiencing functional stress?

Answer: A

Explanation:
Stress in the workplace can be categorized as eitherfunctional (positive)ordysfunctional (negative). According toHuman Resource Management, 16th Editionby Gary Dessler,functional stress-also known as challenge stress-occurs when moderate levels of pressure motivate employees to perform at higher levels, learn new skills, and grow professionally.
In this question, Employee C is experiencing functional stress because being assigned a significant project for senior leadership presents a meaningful challenge. This type of stress can enhance focus, creativity, and job engagement, especially when employees perceive the challenge as an opportunity rather than a threat. Dessler explains that such stress can improve performance when it is manageable and supported by adequate resources.
The other options describe dysfunctional stressors. Fear of a harsh manager, confusion due to conflicting priorities, and routine tasks without challenge either create anxiety or fail to stimulate growth. Therefore, Employee C best represents functional stress.
Source:
Gary Dessler,Human Resource Management, 16th Edition, Chapter on Employee Health, Safety, and Stress Management


NEW QUESTION # 25
What is a retention strategy for reducing voluntary turnover?

Answer: D

Explanation:
Reducing voluntary turnover requires organizations to understand why employees leave and what factors influence their decision to stay. According toHuman Resource Management, 16th Editionby Gary Dessler, an effectiveretention strategyis toconduct employee satisfaction surveys. These surveys help management identify issues related to pay, supervision, workload, career development, and work environment before dissatisfaction leads to resignation.
Dessler explains that voluntary turnover is often avoidable when organizations proactively listen to employees and address concerns early. Satisfaction surveys provide actionable data that enable HR managers to implement targeted interventions such as improving leadership practices, adjusting compensation, or enhancing work-life balance initiatives.
In contrast, sourcing internal or external candidates focuses on staffing and replacement rather than retention.
Monitoring performance trends for merit pay relates to compensation management but does not directly uncover reasons employees may leave. Therefore, the most effective retention-focused strategy listed isconducting employee satisfaction surveys.
Source:
Gary Dessler,Human Resource Management, 16th Edition, Chapter on Employee Retention and Turnover Management


NEW QUESTION # 26
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