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WGU Managing-Human-Capital Exam Overview:

Certification Vendor:	Western Governors University
Exam Name:	Managing Human Capital
Exam Number:	C202
Certificate Validity Period:	Not applicable (course completion requirement)
Passing Score:	Competency-based (Pass/Not Pass; threshold not publicly disclosed)
Exam Format:	Objective Assessment (proctored multiple-choice exam), Computer-based
Available Languages:	English
Exam Price:	Included in WGU tuition
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:

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	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	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 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 (Q16-Q21):

NEW QUESTION # 16
Which behavior from a manager qualifies as workplace bullying?

A. Consistently ignoring emails and questions from one particular employee
B. Mistakenly revealing personal information about an employee during a staff meeting
C. Documenting negative observations in an employee's performance review
D. Responding with an irritated tone of voice to an employee's disruptive behavior

Answer: A

Explanation:
Workplace bullying is defined as repeated, unreasonable actions directed toward an employee that are intended to intimidate, degrade, or undermine them. According toHuman Resource Management, 16th Editionby Gary Dessler, bullying often involvespersistent behaviorssuch as exclusion, isolation, or deliberately withholding information necessary for an employee to perform their job.
Consistently ignoring emails and questions from one specific employee fits this definition because it represents ongoing, targeted behavior that can harm the employee's ability to work effectively and can cause emotional distress. Dessler highlights that bullying is distinguished from occasional irritation or isolated mistakes by its repetitive and targeted nature.
An irritated tone used in response to disruptive behavior may be poor communication but does not necessarily constitute bullying. Accidentally revealing personal information is a confidentiality breach, not bullying.
Documenting negative observations in a performance review is a legitimate management responsibility when done objectively and fairly.
Thus, the behavior that qualifies as workplace bullying isconsistently ignoring emails and questions from one particular employee.
Source:
Gary Dessler,Human Resource Management, 16th Edition, Chapter on Workplace Fairness and Employee Relations

NEW QUESTION # 17
What is a characteristic of psychological contracts in the workplace?

A. They are formed to encourage positive workplace environments.
B. They are based on shared core values between employees and their managers.
C. They consist of the unwritten expectations of the employment relationship.
D. They include formal agreements made during voluntary counseling sessions.

Answer: C

Explanation:
Apsychological contractrefers to the informal and unwritten set of expectations that exists between an employee and the employer. According toHuman Resource Management, 16th Editionby Gary Dessler, psychological contracts include beliefs about job security, career development, fairness, recognition, and mutual obligations that are not formally stated in employment contracts.
Dessler emphasizes that psychological contracts develop over time through communication, organizational culture, and managerial behavior. When employees believe these unwritten expectations are fulfilled, trust and commitment increase. When they are violated, employees may experience dissatisfaction, reduced engagement, or withdrawal behaviors.
Psychological contracts are not formal legal agreements, nor are they created through counseling sessions.
While shared values and positive environments may influence them, their defining characteristic is that they areunwritten expectationsgoverning the employment relationship. Therefore, the correct answer isthey consist of the unwritten expectations of the employment relationship.
Source:
Gary Dessler,Human Resource Management, 16th Edition, Chapter on Employee Engagement and Organizational Culture

NEW QUESTION # 18
How can an employee handbook assist employees?

A. It prevents the employer from being sued.
B. It creates laws that must be followed.
C. It contains employees' individual performance goals.
D. It communicates policies against discrimination.

Answer: D

Explanation:
An employee handbook can assist employees by communicating the company's policies against discrimination. It serves as a reference document that outlines the company's expectations, policies, and procedures, including those related to anti-discrimination, thus helping employees understand their rights and obligations.
References:
* Managing Human Capital Textbook
* SHRM (Society for Human Resource Management) guidelines on employee handbooks

NEW QUESTION # 19
What explains how (or the sequence of steps) to apply company guidelines to accomplish a task?

A. Procedure
B. Rule
C. Policy
D. Principle

Answer: A

Explanation:
A procedure explains how to apply company guidelines to accomplish a task through a sequence of steps. It is more detailed than a policy and provides the exact steps to follow in order to ensure consistency and efficiency in task completion.
References:
* Managing Human Capital Textbook
* HR best practices from SHRM (Society for Human Resource Management)

NEW QUESTION # 20
What is a driver for employee retention?

A. External sourcing
B. Competency databases
C. Succession management
D. Performance metrics

Answer: C

Explanation:
Employee retention is strongly influenced by opportunities for growth, advancement, and long-term career development. According toHuman Resource Management, 16th Editionby Gary Dessler,succession managementis a key driver of employee retention because it signals to employees that the organization is invested in their future.
Succession management involves identifying, developing, and preparing employees for future leadership or critical roles. Dessler explains that when employees see clear career paths and development opportunities within the organization, they are more likely to remain committed and less likely to seek opportunities elsewhere.
Performance metrics and competency databases are tools used to measure and manage performance and skills, but they do not directly motivate employees to stay. External sourcing focuses on hiring from outside the organization and does not contribute to retaining existing employees. Therefore, the strongest driver of employee retention among the options issuccession management.
Source:
Gary Dessler,Human Resource Management, 16th Edition, Chapter on Career Development, Succession Planning, and Retention

NEW QUESTION # 21
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