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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	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 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	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.
Topic 5	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.

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WGU Managing Human Capital C202 Sample Questions (Q72-Q77):

NEW QUESTION # 72
How can job design benefit an organization?

A. By creating positions that can push an employee to the highest level of output for the benefit of the organization
B. By creating positions that motivate managers to segment work into very simple elements, removing opportunities for creativity and increasing efficiency
C. By creating positions that require consistent performance from employees, which increases the organization's output
D. By creating positions that enable the organization to achieve its goals while motivating employees by assigning them work based on their needs and talents

Answer: D

Explanation:
Job design is the process of organizing tasks, duties, and responsibilities into a productive unit of work. By creating positions that align with employees' needs and talents, job design can significantly benefit an organization. This approach not only helps in achieving organizational goals by ensuring that work is done efficiently and effectively but also motivates employees by recognizing their individual strengths and preferences. Motivated employees tend to be more engaged, productive, and satisfied with their jobs, which in turn leads to higher retention rates and better overall organizational performance. Effective job design considers various factors such as job enrichment, job enlargement, job rotation, and the use of teams to create a fulfilling work environment.References
* Hackman, J. R., & Oldham, G. R. (1976). "Motivation through the Design of Work: Test of a Theory." Organizational Behavior and Human Performance.
* Armstrong, M. (2021). "Armstrong's Handbook of Human Resource Management Practice." Kogan Page.

NEW QUESTION # 73
What makes an organization a closed union shop?

A. It considers only nonunion employees for promotions.
B. It allows employees to choose whether they join a union.
C. It hires and employs current union members exclusively.
D. It has a policy against union membership for employees.

Answer: C

Explanation:
Aclosed union shopis a workplace in which employers agree to hire and employonly workers who are already members of a union. According toHuman Resource Management, 16th Editionby Gary Dessler, this arrangement gives unions significant control over workforce entry by restricting employment exclusively to union members.
Dessler explains that closed shops were once common but are now illegal in the United States under the Taft- Hartley Act. However, understanding the concept remains important for distinguishing it from other union arrangements, such as union shops and agency shops. In contrast, a union shop allows nonunion employees to be hired but requires them to join the union after a certain period.
Options involving voluntary union membership or nonunion-only policies do not define a closed shop.
Therefore, the defining feature of a closed union shop is that ithires and employs current union members exclusively.
Source:
Gary Dessler,Human Resource Management, 16th Edition, Chapter on Labor Relations and Union Structures

NEW QUESTION # 74
Which type of work culture utilizes hiring, retaining, developing, and motivating employees while making work assignments that are connected to data or outcomes?

A. Compliance culture
B. Innovative culture
C. Risk culture
D. Performance culture

Answer: D

Explanation:
A performance culture is one that focuses on achieving specific results and aligning employee activities with the organization's strategic goals. In this type of culture, hiring, retaining, developing, and motivating employees are driven by data and outcomes. Performance metrics are used to make work assignments and evaluate employee contributions to ensure that the organizational objectives are met effectively and efficiently.
"High Performance Work Systems" by David A. Buchanan and Andrzej A. Huczynski, "Organizational Behavior" Society for Human Resource Management (SHRM) articles on performance culture

NEW QUESTION # 75
Which factor influences employees' attitudes about workplace safety?

A. An organization's generous attendance policy
B. An employee's level of compensation
C. Leadership's positive reinforcement of reporting potential hazards
D. An employee's potential for career development

Answer: C

Explanation:
Employees' attitudes toward workplace safety are strongly shaped by leadership behavior and organizational culture. According toHuman Resource Management, 16th Editionby Gary Dessler, one of the most influential factors in shaping safety attitudes ismanagement's visible commitment to safety, particularly through positive reinforcement of safe behaviors and hazard reporting.
Dessler explains that when leaders actively encourage employees to report unsafe conditions without fear of retaliation and recognize those who do so, employees perceive safety as a core organizational value. This perception increases safety awareness, compliance with safety rules, and employee participation in safety initiatives. In contrast, if leadership ignores or discourages hazard reporting, employees may believe productivity is valued more than safety, which weakens safety attitudes.
Factors such as compensation, attendance policies, or career development opportunities may affect motivation or satisfaction, but they do not directly shape employees' perceptions of safety priorities. Leadership behavior sends a powerful signal about what truly matters in the organization. Therefore,positive reinforcement by leadership for reporting potential hazardsmost directly influences employees' attitudes about workplace safety.
Source:
Gary Dessler,Human Resource Management, 16th Edition, Chapter on Employee Safety and Health

NEW QUESTION # 76
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 all female employees like to gossip
D. A manager believing hiring a diverse workforce will limit future employment opportunities

Answer: D

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 # 77
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