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WGU Managing-Human-Capital Exam Overview:

Certification Vendor:	Western Governors University
Exam Name:	Managing Human Capital
Exam Number:	C202
Real Exam Qty:	60-70
Related Certifications:	MBA Business Management Programs MSML
Passing Score:	Competency-Based Pass
Exam Duration:	120 minutes
Exam Format:	Scenario-Based Questions, Multiple Choice, Objective Assessment
Certificate Validity Period:	No Expiration
Available Languages:	English
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 Latest Managing-Human-Capital Test Objectives: WGU Managing Human Capital C202 - TestPDF One of 10 Leading Planform

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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	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 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	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 (Q41-Q46):

NEW QUESTION # 41
What is the main reason for the failure of mergers and acquisitions?

A. Culture mismatch
B. Unsuccessful marketing approach
C. Poor organizational design
D. Inaccurate bookkeeping

Answer: A

Explanation:
The main reason for the failure of mergers and acquisitions is often a culture mismatch between the merging organizations. When two companies with different corporate cultures come together, clashes can occur if their values, beliefs, and ways of doing business do not align. This can lead to misunderstandings, conflicts, and a lack of cohesion, ultimately hindering the integration process and reducing the chances of a successful merger or acquisition.
References:
* "Mergers and Acquisitions: Managing Culture and Human Resources" by Mark E. Mendenhall and Gary
R. Oddou
* McKinsey & Company articles on mergers and acquisitions

NEW QUESTION # 42
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 disclosing the discipline of the coworker to the employee
B. The employee going on a lunch break with the manager
C. The employee listening to what the manager shared
D. The manager having an unofficial one-on-one conversation with the employee

Answer: A

Explanation:
* Confidentiality Breach:The manager discussing the disciplinary actions taken against another employee violates the principle of confidentiality. Disciplinary actions are private matters and should only be shared with those directly involved or authorized personnel.
* Professional Ethics:According to professional ethics, particularly in HR and management, sensitive information about employees should not be disclosed to others who do not have a legitimate need to know.
* Trust and Morale:Such disclosures can erode trust within the team and negatively impact morale, as employees might feel their privacy is not respected.
* Legal Implications:There could be potential legal implications if the disclosed information is used improperly or causes harm to the reputation of the disciplined employee.
References:
Society for Human Resource Management (SHRM) Code of Ethical and Professional Standards HR Confidentiality Policies and Best Practices

NEW QUESTION # 43
What is an example of the perception of personal loss leading to bias?

A. A manager not knowing if a hiring practice violates federal law
B. A manager believing all employees should celebrate Christian holidays instead of other holidays
C. A manager believing hiring a diverse workforce will limit future employment opportunities
D. A manager believing all female employees like to gossip

Answer: C

Explanation:
* Definition of Perception of Personal Loss:This refers to the feeling that one's own opportunities or status within the organization may be threatened by certain changes or policies.
* Bias Formation:When a manager believes that hiring a diverse workforce will limit future employment opportunities, this belief stems from a perception of personal loss. The manager might feel that their own prospects or advantages are at risk due to increased competition or changes in organizational priorities.
* Impact on Diversity and Inclusion:Such a bias can negatively impact the organization's diversity and inclusion efforts. It can lead to resistance against hiring diverse candidates and maintaining a homogenous workforce, which can limit the benefits that come from a diverse team.
* Addressing the Bias:It is important to educate and train managers to understand the value of diversity, which includes improved problem-solving, creativity, and performance. Overcoming this bias helps create a more inclusive environment that benefits everyone in the organization.
References:
SHRM: Understanding and Managing Bias in the Workplace
Diversity and Inclusion Best Practices by the Human Resources Professional Association (HRPA) Studies on the impact of diversity on organizational performance by McKinsey & Company

NEW QUESTION # 44
What is an example of a customary benefit?

A. Unemployment insurance
B. Workers' compensation
C. Retirement plan
D. Social Security

Answer: C

Explanation:
Customary benefits are benefits that employers commonly provide but arenot legally required. According toHuman Resource Management, 16th Editionby Gary Dessler, these benefits are offered to remain competitive in the labor market and to attract and retain employees.
Retirement plans, such as employer-sponsored pension plans or 401(k) contributions, are classic examples of customary benefits. While highly valued by employees, employers are not legally mandated to provide them.
In contrast, workers' compensation, Social Security, and unemployment insurance are mandatory benefits required by law.
Dessler explains that customary benefits allow organizations flexibility in designing compensation packages that align with their strategy and workforce needs. Thus, the correct example of a customary benefit is aretirement plan.
Source:
Gary Dessler,Human Resource Management, 16th Edition, Chapter on Employee Benefits and Total Rewards

NEW QUESTION # 45
Which scenario is an example of a procedure?

A. A store manager says that they like it when employees clean their workstations.
B. A store manager requires all employees to clean their workstations at the end of each shift.
C. A store manager trusts employees to clean their workstations.
D. A store manager does not allow any employee to leave until their workstation is audited.

Answer: B

Explanation:
A procedure is a series of steps or actions that need to be followed in order to achieve a specific outcome.
Option D specifies that the store manager requires all employees to clean their workstations at the end of each shift, indicating a clear, consistent, and repeatable set of actions (steps) that employees must follow, which is the essence of a procedure.
References:
* Managing Human Capital Textbook
* SHRM (Society for Human Resource Management) guidelines on procedures

NEW QUESTION # 46
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