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| Certification Vendor: | WGU (Western Governors University) |
|---|---|
| Exam Name: | WGU Managing Human Capital |
| Exam Number: | C202 / Managing-Human-Capital |
| Exam Price: | Included in program tuition; no separate fee |
| Available Languages: | English |
| Passing Score: | 700/1000 or 70% |
| Real Exam Qty: | 50–75 |
| Certificate Validity Period: | Valid while enrolled; no expiration after completion |
| Related Certifications: | Master of Science in Human Resource Management Master of Business Administration (MBA) |
| Exam Format: | Multiple Choice, Scenario-based, Objective Assessment |
| Exam Duration: | 45–120 |
| Recommended Training: | WGU Course Materials |
| Exam Registration: | WGU Student Portal |
| Sample Questions: | WGU Managing-Human-Capital Sample Questions |
| Exam Way: | Online proctored assessment |
| Pre Condition: | Enrollment in WGU graduate business or HR program; no prior exams required |
| Official Syllabus URL: | https://www.wgu.edu/ |
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NEW QUESTION # 15
Employees are allowed to have flexible work schedules.
Which form of compensation is represented in this example?
Answer: D
Explanation:
Compensation includes both financial and nonfinancial rewards that employees receive in exchange for their work. According toHuman Resource Management, 16th Editionby Gary Dessler,nonfinancial compensationrefers to rewards that do not involve direct monetary payments but enhance employees' quality of work life.
Flexible work schedules are a classic example of nonfinancial compensation. Dessler explains that flexibility improves work-life balance, reduces stress, and increases job satisfaction, making it a valuable reward even though it does not increase pay. Such arrangements can improve morale, engagement, and retention without increasing direct labor costs.
Direct and variable financial compensation involve wages, bonuses, or incentives, while indirect financial compensation includes benefits such as insurance or retirement plans. Since flexible scheduling affects how and when work is performed rather than how much employees are paid, it is classified asnonfinancial compensation.
Source:
Gary Dessler,Human Resource Management, 16th Edition, Chapter on Compensation and Benefits
NEW QUESTION # 16
Which tools are used for the employee-relations functions of human resource management (HRM)?
Answer: B
Explanation:
* Labor Participation Programs:These programs encourage employee involvement in organizational decision-making, promoting better labor relations and a more engaged workforce.
* Employee Surveys:These are tools used to gather feedback from employees about their job satisfaction, work environment, and overall experience within the company. The data collected helps HR identify areas of improvement and address any concerns.
* Purpose in HRM:Both tools are crucial for understanding employee perspectives, improving communication, and fostering a positive work environment, which are central to effective employee relations.
* Benefits:Improved employee relations can lead to higher job satisfaction, reduced turnover, and enhanced organizational performance.
References:
Society for Human Resource Management (SHRM) resources on employee relations Human Resource Management textbooks and best practices
NEW QUESTION # 17
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 # 18
What is a driver for employee retention?
Answer: B
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 # 19
Which characteristic of an organization shows strong employee engagement?
Answer: A
Explanation:
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
NEW QUESTION # 20
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