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| Certification Vendor: | Western Governors University |
|---|---|
| Exam Name: | Managing Human Capital |
| Exam Number: | C202 |
| Related Certifications: | Business Management Programs MSML MBA |
| Exam Duration: | 120 minutes |
| Available Languages: | English |
| Certificate Validity Period: | No Expiration |
| Passing Score: | Competency-Based Pass |
| Exam Format: | Objective Assessment, Scenario-Based Questions, Multiple Choice |
| Real Exam Qty: | 60-70 |
| 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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NEW QUESTION # 21
What is an advantage of a pay-for-performance plan?
Answer: D
Explanation:
A pay-for-performance plan is advantageous because it provides a method of positive reinforcement, which directly links an employee's compensation to their performance. This system incentivizes employees to achieve high performance by rewarding them with financial bonuses or raises based on their achievements.
Positive reinforcement encourages desirable behaviors and high productivity, aligning individual performance with organizational goals.
References
* Managing Human Capital Textbook
* "Pay for Performance: Evaluating Performance Appraisal and Merit Pay" by George T. Milkovich and Alexandra K. Wigdor
* SHRM (Society for Human Resource Management) guidelines on pay-for-performance plans
NEW QUESTION # 22
What is a human resource management (HRM) strategy for enhancing employee engagement?
Answer: B
Explanation:
Enhancing employee engagement is a central goal of strategic human resource management. According toHuman Resource Management, 16th Editionby Gary Dessler, one of the most effective HRM strategies for improving engagement isproviding open and transparent communicationbetween management and employees.
Dessler explains that open communication builds trust, clarifies expectations, and helps employees understand how their roles contribute to organizational success. When employees feel informed and heard, they are more likely to be committed, motivated, and willing to contribute discretionary effort. Communication also supports psychological contracts by aligning employee expectations with organizational realities.
While improving benefits or recruitment investments can support engagement indirectly, they do not address the ongoing relationship between employees and management. Lowering education requirements does not contribute to engagement and may negatively affect performance. Therefore, fostering open communication is a direct and effective HRM strategy for enhancing engagement.
Source:
Gary Dessler,Human Resource Management, 16th Edition, Chapter on Strategic HRM and Employee Engagement
NEW QUESTION # 23
What is the main reason for the failure of mergers and acquisitions?
Answer: B
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 # 24
Why do employees who exhibit continuance commitment choose to remain employed with an organization?
Answer: B
Explanation:
Organizational commitment is commonly categorized into affective, continuance, and normative commitment. According toHuman Resource Management, 16th Editionby Gary Dessler,continuance commitmentrefers to an employee's attachment to an organization based on theperceived costs associated with leaving, rather than emotional attachment or moral obligation.
Employees with continuance commitment remain because they believe leaving would result in significant economic or social losses, such as loss of salary, benefits, retirement plans, seniority, or difficulty finding comparable employment. Dessler explains that this type of commitment is calculated and cost-based; employees stay not because they want to or feel they ought to, but because they feel they have to.
Close relationships and strong identification with organizational values reflect affective commitment, while moral or ethical obligation reflects normative commitment. Since the question specifically refers to continuance commitment, the correct explanation is theperceived economic or social costs of leaving.
Source:
Gary Dessler,Human Resource Management, 16th Edition, Chapter on Employee Engagement and Organizational Commitment
NEW QUESTION # 25
How does diversity awareness improve an organization's performance?
Answer: C
Explanation:
Inclusion in the workplace refers to creating an environment where all employees feel valued, respected, and have equal access to opportunities and resources. An inclusive scenario is one where team members collaborate, and everyone's ideas and contributions are considered. This encourages a sense of belonging and leverages the diverse perspectives of the entire team, leading to enhanced innovation and team performance.
The given example demonstrates this by showing a department where collaboration and open sharing of ideas are practiced.References:
* Roberson, Q. M. (2006). Disentangling the meanings of diversity and inclusion in organizations. Group
& Organization Management.
* Dessler, G. (2020). Human Resource Management. Pearson.
NEW QUESTION # 26
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