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WGU Managing-Human-Capital Exam Syllabus Topics:

TopicDetails
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
  • 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 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
  • 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 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 (Q20-Q25):

NEW QUESTION # 20
A hiring manager researched a job applicant s social media history and discovered a post from the applicant about a family member being diagnosed with Parkinson disease. The hiring manager decided not to hire the applicant based on this discovery.
Which law did the hiring manager violate?

Answer: D

Explanation:
The Genetic Information Nondiscrimination Act (GINA) of 2008 also covers situations where genetic information is inadvertently obtained, such as through social media. It prohibits employers from using genetic information in making employment decisions, including hiring, firing, job assignments, and promotions. The hiring manager's decision not to hire the applicant based on a social media post about a family member's diagnosis with Parkinson's disease constitutes a violation of GINA.
References:
* Genetic Information Nondiscrimination Act of 2008, U.S. Equal Employment Opportunity Commission (EEOC) website


NEW QUESTION # 21
Which characteristic of an employee demonstrates a strong person-organization fit?

Answer: C

Explanation:
Person-organization fit refers to the compatibility between an employee and the organization in terms of values, beliefs, and culture. An employee who demonstrates a strong person-organization fit shows deep commitment to the organization, aligning their personal values with the company's mission and culture. This commitment often leads to higher job satisfaction, better performance, and lower turnover rates.
References:
* "Organizational Behavior" by Stephen P. Robbins and Timothy A. Judge
* Articles on person-organization fit from the Society for Human Resource Management (SHRM)


NEW QUESTION # 22
What is an example of the perception of personal loss leading to bias?

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 # 23
What is the difference between sourcing and recruiting?

Answer: B

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 # 24
What is an example of the perception of personal loss leading to bias?

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 # 25
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