Managing-Human-Capital시험기출문제 & Managing-Human-Capital최신버전시험공부

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WGU Managing-Human-Capital 시험요강:

주제	소개
주제 1	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.
주제 2	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.
주제 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.
주제 4	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.
주제 5	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.

>> Managing-Human-Capital시험기출문제 <<

Managing-Human-Capital시험기출문제 최신 업데이트버전 덤프공부

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최신 Courses and Certificates Managing-Human-Capital 무료샘플문제 (Q60-Q65):

질문 # 60
Which legislation was established for federal contractors to take proactive steps in affirmative action within their workforces?

A. Executive Order 11246
B. Civil Rights Act
C. Fair Labor Standards Act
D. Worker Adjustment and Retraining Notification Act

정답：A

설명：
* Executive Order 11246: Signed by President Lyndon B. Johnson in 1965, this order requires federal contractors to take affirmative action to ensure that equal opportunity is provided in all aspects of their employment.
* Affirmative Action Plans: Contractors must develop and implement affirmative action plans to promote diversity and eliminate discrimination based on race, color, religion, sex, sexual orientation, gender identity, or national origin.
* Enforcement: The Office of Federal Contract Compliance Programs (OFCCP) enforces these requirements and conducts compliance evaluations to ensure adherence.
* Impact on Federal Contractors: This legislation has significantly impacted hiring practices and policies within organizations that do business with the federal government, promoting a more diverse and equitable workforce.
References:
* Executive Order 11246, Office of Federal Contract Compliance Programs (OFCCP)
* U.S. Department of Labor, Affirmative Action Overview

질문 # 61
What is the main difference between a customary benefit and an optional benefit?

A. Customary benefits are additional forms of insurance that an employee can add to their existing benefit plans to enhance coverage levels, while optional benefits are benefits that an employer makes available to employees.
B. Optional benefits are offered at the discretion of the organization, while customary benefits are commonly provided and may be expected by employees.
C. Customary benefits are required to be provided to employees, while optional benefits may or may not be provided to employees.
D. Optional benefits are required to be provided to employees, while customary benefits may or may not be provided to employees.

정답：B

설명：
Employee benefits are commonly classified as mandatory, customary, or optional. According toHuman Resource Management, 16th Editionby Gary Dessler,customary benefitsare those that are not legally required but arecommonly provided by employersand therefore often expected by employees. Examples include retirement plans, paid vacations, and health insurance coverage. These benefits help organizations remain competitive in the labor market.
In contrast,optional benefits-often referred to as voluntary benefits-are offered entirely at the discretion of the employer and may be selected or declined by employees. Dessler explains that optional benefits typically allow employees to tailor their benefits package to their personal needs, such as additional life insurance, vision coverage, or supplemental disability insurance, often at the employee's own cost.
The key difference lies in employee expectations and organizational norms. Customary benefits are widely anticipated as part of standard employment, while optional benefits provide flexibility and choice. Therefore, the correct distinction is thatoptional benefits are discretionary, while customary benefits are commonly provided and expected.
Source:
Gary Dessler,Human Resource Management, 16th Edition, Chapter on Employee Benefits and Total Rewards

질문 # 62
A manager gives an employee a verbal warning for being tardy. The employee arrives late to work one more time the following week.
What is the next step if the manager is using progressive discipline?

A. Written warning
B. Demotion
C. Termination
D. Suspension

정답：A

설명：
Progressive discipline is a structured and systematic approach used by managers to address employee misconduct or performance issues by applying increasingly severe penalties for repeated offenses. According toHuman Resource Management, 16th Editionby Gary Dessler, progressive discipline is designed to give employees clear notice of unacceptable behavior and a fair opportunity to correct it before more serious action is taken.
The typical sequence of progressive discipline begins with averbal warning, followed by awritten warning, thensuspension, and finallyterminationif the behavior continues. In this case, the employee has already received a verbal warning for tardiness. When the employee arrives late again the following week, the manager must move to the next formal step in the disciplinary process. That step is issuing awritten warning, which formally documents the problem, specifies expectations for improvement, and warns the employee of possible future consequences if the behavior persists.
Skipping directly to harsher penalties such as suspension, demotion, or termination would violate the principles of fairness and due process emphasized in effective human resource management. Progressive discipline ensures consistency, legal defensibility, and transparency, while reinforcing organizational standards. Thus, based on established HRM practices, the correct next step after a verbal warning is awritten warning.
Source:
Gary Dessler,Human Resource Management, 16th Edition, Chapter on Employee Discipline and Employee Relations

질문 # 63
Which characteristic of an organization shows strong employee engagement?

A. Employees meet the requirements to perform their jobs.
B. Employees are required to undergo performance evaluations.
C. Employees feel recognized for their contributions.
D. Employees stay because of salary considerations.

정답：C

설명：
Employee engagement reflects the degree to which employees are emotionally and psychologically committed to their work and organization. According toHuman Resource Management, 16th Editionby Gary Dessler, a key indicator of strong employee engagement is whenemployees feel recognized and valued for their contributions.
Dessler emphasizes that engaged employees go beyond simply meeting job requirements. They demonstrate enthusiasm, discretionary effort, and a sense of purpose because they believe their work matters.
Recognition-whether through praise, feedback, or rewards-reinforces this connection and strengthens employees' commitment to organizational goals.
Requirements such as performance evaluations or baseline job performance do not necessarily indicate engagement; they reflect compliance rather than emotional involvement. Similarly, employees who remain solely because of salary may be retained but not engaged. True engagement involves motivation, recognition, and alignment with organizational values.
Thus, an organization where employees feel appreciated for their contributions demonstrates strong employee engagement.
Source:
Gary Dessler,Human Resource Management, 16th Edition, Chapter on Employee Engagement and Performance

질문 # 64
What is an example of the perception of personal loss leading to bias?

A. A manager believing all female employees like to gossip
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 not knowing if a hiring practice violates federal law

정답：C

설명：
* 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

질문 # 65
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