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WGU Managing-Human-Capital Exam Overview:

Certification Vendor:	WGU (Western Governors University)
Exam Name:	WGU Managing Human Capital
Exam Number:	C202 / Managing-Human-Capital
Certificate Validity Period:	Valid while enrolled; no expiration after completion
Real Exam Qty:	50–75
Related Certifications:	Master of Science in Human Resource Management Master of Business Administration (MBA)
Exam Price:	Included in program tuition; no separate fee
Exam Duration:	45–120
Exam Format:	Multiple Choice, Objective Assessment, Scenario-based
Passing Score:	700/1000 or 70%
Available Languages:	English
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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Managing-Human-Capital Quiz Materials - Managing-Human-Capital Exam Guide & Managing-Human-Capital Exam Collection

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WGU Managing-Human-Capital Exam Syllabus Topics:

Topic	Details
Topic 1	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 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	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 4	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 5	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.

WGU Managing Human Capital C202 Sample Questions (Q54-Q59):

NEW QUESTION # 54
What makes an organization a closed union shop?

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

Answer: B

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 # 55
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?

A. Fair Labor Standards Act of 1938
B. Genetic Information Nondiscrimination Act of 2008
C. Family and Medical Leave Act of 1993
D. Americans with Disabilities Act of 1990

Answer: B

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.
Genetic Information Nondiscrimination Act of 2008, U.S. Equal Employment Opportunity Commission (EEOC) website

NEW QUESTION # 56
What is the difference between sourcing and recruiting?

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

Answer: C

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 # 57
Why is setting individual employee performance goals important to organizational success?

A. It replaces the need for conducting job analyses.
B. It gives employees input in the content of performance evaluations.
C. It standardizes performance expectations for employees across the organization.
D. It helps align individual employees' goals with the organization's mission.

Answer: D

Explanation:
Setting individual employee performance goals is essential for organizational success because it ensures that employees' efforts are directed towards the broader objectives of the organization. This alignment fosters a cohesive and motivated workforce working towards common goals, which enhances overall productivity and effectiveness. When employees understand how their personal goals contribute to the organization's mission, they are more likely to be engaged and committed to their work.
References
* Managing Human Capital Textbook
* "Performance Management: Integrating Strategy Execution, Methodologies, Risk, and Analytics" by Gary Cokins
* SHRM (Society for Human Resource Management) guidelines on performance management

NEW QUESTION # 58
What is the difference between adverse impact and disparate treatment?

A. Adverse impact provides a level of discrimination that is intentional and causes harm to protected groups, while disparate treatment relates to employer practices that : seem to be nondiscriminatory but cause negative effects for protected groups.
B. Disparate treatment is when a discriminatory effect impacts a protected group but is unintentional, whereas adverse impact is blatantly discriminating against a protected class.
C. Disparate treatment is intentional discrimination based on protected characteristics, while adverse impact is where employment practices appear neutral but have a discriminatory effect.
D. Adverse impact provides nonneutral discriminatory effects on a protected group, whereas disparate treatment is unseen discrimination of an employment policy that ° produces negative consequences.

Answer: C

Explanation:
* Disparate Treatment: This involves deliberate discrimination where an individual is treated differently based on a protected characteristic (e.g., race, gender, age).
* Intentionality: The key aspect of disparate treatment is the intent to discriminate.
* Adverse Impact: Also known as disparate impact, this occurs when a policy or practice that appears neutral results in a disproportionate negative effect on a protected group.
* Unintentional Discrimination: Adverse impact does not require intent to discriminate, only that the outcome of a practice is discriminatory.
* Legal Standards: Both concepts are critical in employment law and are evaluated under different standards of proof and remediation.
References:
* Civil Rights Act of 1964, Title VII
* Uniform Guidelines on Employee Selection Procedures (1978)

NEW QUESTION # 59
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