Managing-Human-Capital by WGU Actual Free Exam Questions And Answers [UPDATED 2024]
Managing-Human-Capital Questions Truly Valid For Your WGU Exam!
NEW QUESTION # 26
What is an example of affirmative action in an organization?
- A. Removing identifying information from resumes so recruiters are unaware of applicants' backgrounds
- B. Establishing a workforce outreach program for protected groups underrepresented in the organization
- C. Including a statement in commercials that the organization has a diverse workforce
- D. Enacting a policy that race or gender may not be criteria for hiring decisions
Answer: B
Explanation:
* Definition of Affirmative Action: Affirmative action involves proactive efforts to improve employment or educational opportunities for underrepresented groups.
* Outreach Programs: Establishing outreach programs specifically targeted at protected groups is a clear example of affirmative action, as it aims to address and reduce disparities in workforce representation.
* Legal and Ethical Mandates: Such programs are often required by law for certain employers, especially federal contractors, and demonstrate a commitment to diversity and inclusion.
* Impact on Workforce Diversity: These initiatives can lead to a more diverse and inclusive workplace, which can enhance organizational culture and performance.
References:
* Title VII of the Civil Rights Act of 1964
* Executive Order 11246, which requires affirmative action programs for federal contractors
NEW QUESTION # 27
What is a benefit of internal recruiting?
- A. Enhanced engagement by promoting from within
- B. Increased new insights and ability to lead change efforts
- C. Increased staff diversity in management roles
- D. Reduced employee anxiety from improved workloads
Answer: A
Explanation:
Internal recruiting involves filling job vacancies with current employees from within the organization. One significant benefit of this approach is that it enhances employee engagement and morale. When employees see that the organization values their growth and offers opportunities for advancement, they are more likely to be motivated, committed, and loyal. This practice also reduces the time and cost associated with onboarding and training new hires, as internal candidates are already familiar with the company's culture and processes.
References:
* Dessler, G. (2020). Human Resource Management. Pearson.
* Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2019). Human Resource Management:
Gaining a Competitive Advantage. McGraw-Hill Education.
NEW QUESTION # 28
What is a benefit to the employer of providing a healthy and safe work environment?
- A. Decreased absenteeism due to health-related issues
- B. Increased health benefit options
- C. Increased availability of the employer's assistance program
- D. Reduced need for policies and procedures
Answer: A
Explanation:
* Healthy Work Environment: Providing a healthy and safe work environment helps prevent workplace injuries and illnesses, promoting overall well-being.
* Absenteeism Reduction: When employees are healthy, they are less likely to take time off due to illness or injury, leading to decreased absenteeism.
* Productivity and Morale: A safe work environment enhances employee morale and productivity, as employees feel valued and protected.
* Cost Savings: Reduced absenteeism also translates into cost savings for the employer, as fewer resources are spent on temporary replacements and overtime for covering absent employees.
References:
* Occupational Safety and Health Administration (OSHA) guidelines
* Studies on workplace safety and productivity by the National Institute for Occupational Safety and Health (NIOSH)
NEW QUESTION # 29
How can an employee handbook assist employees?
- A. It communicates policies against discrimination.
- B. It creates laws that must be followed.
- C. It prevents the employer from being sued.
- D. It contains employees' individual performance goals.
Answer: A
Explanation:
An employee handbook can assist employees by communicating the company's policies against discrimination. It serves as a reference document that outlines the company's expectations, policies, and procedures, including those related to anti-discrimination, thus helping employees understand their rights and obligations.
References:
* Managing Human Capital Textbook
* SHRM (Society for Human Resource Management) guidelines on employee handbooks
NEW QUESTION # 30
Which type of work culture utilizes hiring, retaining, developing, and motivating employees while making work assignments that are connected to data or outcomes?
- A. Innovative culture
- B. Risk culture
- C. Compliance 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.
References:
* "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 # 31
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 is a strategy to attract candidates to an employer, and recruiting is a process for making employers desire certain candidates.
- C. Sourcing identifies the best applicants to meet staffing goals, and recruiting takes steps to convert potential candidates into applicants.
- D. Sourcing relies on interpersonal skills to attract candidates to apply for positions, and recruiting is a process for identifying talent pools.
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 # 32
What is organizational design?
- A. Using a graphic representation of the structure of an organization to see the relationships between the organization's positions
- B. Making decisions about how to plan and organize work and exercise authority
- C. Selecting and managing aspects of organizational structure in order to facilitate organizational goal achievement
- D. Allocating, coordinating, and supervising tasks to achieve organizational aims
Answer: C
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 # 33
A recruiter requests that an applicant complete a document that requests information about the applicant s medical conditions and the medical conditions of their family members.
Which law did this recruiter violate?
- A. Civil Rights Act of 1991
- B. Americans with Disabilities Act of 1990
- C. Family and Medical Leave Act of 1993
- D. Genetic Information Nondiscrimination Act of 2008
Answer: D
Explanation:
The Genetic Information Nondiscrimination Act (GINA) of 2008 prohibits employers from requesting, requiring, or purchasing genetic information about an applicant or an employee, which includes family medical history. The act aims to prevent discrimination based on genetic information in both health insurance and employment. The recruiter's request for information about the applicant's medical conditions and those of their family members directly violates GINA.
References:
* Genetic Information Nondiscrimination Act of 2008, U.S. Equal Employment Opportunity Commission (EEOC) website
NEW QUESTION # 34
Which characteristic of an employee demonstrates a strong person-organization fit?
- A. Is responsible for training coworkers
- B. Shows deep commitment to the organization
- C. Is highly qualified to perform the job
- D. Completes all projects accurately and on time
Answer: B
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 # 35
What is the difference between adverse impact and disparate treatment?
- A. Disparate treatment is intentional discrimination based on protected characteristics, while adverse impact is where employment practices appear neutral but have a discriminatory effect.
- B. 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.
- C. Adverse impact provides nonneutral discriminatory effects on a protected group, whereas disparate treatment is unseen discrimination of an employment policy that ° produces negative consequences.
- D. Disparate treatment is when a discriminatory effect impacts a protected group but is unintentional, whereas adverse impact is blatantly discriminating against a protected class.
Answer: A
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 # 36
What is the primary purpose of progressive discipline?
- A. To make employees aware of performance problems using the least severe action necessary to motivate change
- B. To ensure that legal regulations are followed when collecting performance-based feedback
- C. To ensure that the maximum corrective action is administered to correct future performance issues
- D. To provide a method for managers to fairly administer performance evaluations that are free from biases
Answer: A
Explanation:
The primary purpose of progressive discipline is to address performance issues by making employees aware of problems in a structured manner, starting with the least severe actions. The goal is to provide employees with opportunities to correct their behavior before more severe measures are taken. This approach helps to maintain a fair and supportive work environment while ensuring that employees understand the consequences of continued poor performance. Progressive discipline typically involves a series of steps, such as verbal warnings, written warnings, and, if necessary, termination.
References
* Managing Human Capital Textbook
* "Progressive Discipline Handbook" by Paul Falcone
* SHRM (Society for Human Resource Management) guidelines on progressive discipline
NEW QUESTION # 37
What are mandatory benefits?
- A. Benefits that are customarily provided to employees and are rarely denied
- B. Benefits that are required by law to be provided to employees
- C. Benefits that are in high demand and attract the most desirable candidates
- D. Benefits that are required by the employer to be provided to employees
Answer: B
Explanation:
Mandatory benefits are those that employers are legally required to provide to employees. These benefits typically include social security, unemployment insurance, workers' compensation, and in some regions, health insurance. The purpose of mandatory benefits is to ensure a basic level of security and protection for all employees, safeguarding their financial and physical well-being.
References
* Managing Human Capital Textbook
* "Employee Benefits" by Joseph J. Martocchio
* SHRM (Society for Human Resource Management) guidelines on mandatory benefits
NEW QUESTION # 38
Why is setting individual employee performance goals important to organizational success?
- A. It helps align individual employees' goals with the organization's mission.
- B. It gives employees input in the content of performance evaluations.
- C. It replaces the need for conducting job analyses.
- D. It standardizes performance expectations for employees across the organization.
Answer: A
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 # 39
Which area has the main functions of staffing, health, safety, employee-management relations, rewards, benefits, training, development, and performance management?
- A. Strategic management planning
- B. Succession planning
- C. Human resource management
- D. Human and financial management
Answer: C
Explanation:
* Scope of HRM: Human resource management (HRM) covers a wide range of functions critical to managing an organization's workforce.
* Key Functions:
* Staffing: Recruiting, selecting, and onboarding employees.
* Health and Safety: Ensuring a safe workplace and promoting employee well-being.
* Employee-Management Relations: Managing interactions between employees and management to maintain a positive work environment.
* Rewards and Benefits: Designing compensation packages and benefits that attract and retain talent.
* Training and Development: Providing learning opportunities to enhance employee skills and career growth.
* Performance Management: Evaluating and improving employee performance to align with organizational goals.
* Objective: The main objective of HRM is to maximize employee performance and ensure that human capital contributes effectively to the achievement of organizational goals.
References:
* Fundamentals of Human Resource Management by Gary Dessler
* SHRM guidelines and best practices in HRM
NEW QUESTION # 40
What is a job analysis?
- A. AzA contract that includes sufficient flexibility so that workers are comfortable starting new tasks as needed and proactively finding additional ways to contribute
- B. A study that first identifies the required tasks and behaviors of a job and then evaluates what is required to perform each required task
- C. A summary that outlines the main duties and responsibilities of a job
- D. A step-by-step explanation of how to complete a specific task
Answer: B
Explanation:
Job analysis is a systematic process that involves identifying and documenting the essential tasks, responsibilities, and behaviors required for a job. It also assesses the qualifications, skills, and knowledge needed to perform those tasks effectively. The outcome of a job analysis includes detailed job descriptions and specifications, which are used for various HR functions such as recruitment, selection, training, performance appraisal, and compensation.
References:
* "Job and Work Analysis: Methods, Research, and Applications for Human Resource Management" by Michael T. Brannick, Edward L. Levine, and Frederick P. Morgeson
* Society for Human Resource Management (SHRM) guidelines on job analysis
NEW QUESTION # 41
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