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WGU Managing-Human-Capital Exam Syllabus Topics:

Topic	Details
Topic 1	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 2	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 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	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 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.

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WGU Managing Human Capital C202 Sample Questions (Q70-Q75):

NEW QUESTION # 70
What is an example of the perception of personal loss leading to bias?

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

Answer: A

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 # 71
What is a characteristic of psychological contracts in the workplace?

A. They include formal agreements made during voluntary counseling sessions.
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 are formed to encourage positive workplace environments.

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 # 72
What is organizational design?

A. Selecting and managing aspects of organizational structure in order to facilitate organizational goal achievement
B. Making decisions about how to plan and organize work and exercise authority
C. Using a graphic representation of the structure of an organization to see the relationships between the organization's positions
D. Allocating, coordinating, and supervising tasks to achieve organizational aims

Answer: A

Explanation:
Organizational design involves configuring the structure of an organization to effectively achieve its goals.
This includes determining the best ways to allocate resources, coordinate activities, and supervise tasks. The aim is to create an optimal organizational framework that enhances communication, improves efficiency, and supports the achievement of strategic objectives. It includes decisions about hierarchy, departmentalization, span of control, and formalization.
References:
* "Organization Design: A Guide to Building Effective Organizations" by Naomi Stanford
* Harvard Business Review articles on organizational design

NEW QUESTION # 73
What is the difference between sourcing and recruiting?

A. Sourcing identifies the best applicants to meet staffing goals, and recruiting takes steps to convert potential candidates into applicants.
B. Sourcing is a strategy to attract candidates to an employer, and recruiting is a process for making employers desire certain candidates.
C. Sourcing focuses on factors external to an employer, and recruiting focuses on factors internal to an employer.
D. Sourcing relies on interpersonal skills to attract candidates to apply for positions, and recruiting is a process for identifying talent pools.

Answer: A

Explanation:
Sourcing and recruiting are two distinct but interrelated steps in the hiring process. Sourcing involves identifying and attracting potential candidates who have the skills and qualifications necessary to meet the organization's staffing needs. This process can include searching for candidates through various channels such as job boards, social media, networking events, and employee referrals. Once a pool of potential candidates is identified, the recruiting process begins. Recruiting involves engaging with these candidates, assessing their suitability for the role, and encouraging them to apply for the open positions. This includes activities such as conducting interviews, evaluating applications, and managing the offer process. By differentiating between sourcing and recruiting, organizations can streamline their hiring processes and ensure they attract and hire the best possible talent.
References
* Phillips, J. M., & Gully, S. M. (2015). "Strategic Staffing." Pearson Education.
* SHRM. "Sourcing Candidates."

NEW QUESTION # 74
What explains how (or the sequence of steps) to apply company guidelines to accomplish a task?

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

Answer: B

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 # 75
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