WGU Managing Human Capital C202 WGU (C202) Managing Human Capital Exam Questions

Answer : A

A closed union shop is a type of union security agreement where an employer agrees to hire only individuals who are already members of a union. This means that all employees must be union members before they can be employed by the organization. This arrangement ensures that all workers are unionized, thereby enhancing the union's negotiating power and ensuring collective bargaining coverage for all employees. Closed shop agreements are less common today due to various legal restrictions in many jurisdictions. Reference:

Dessler, G. (2020). Human Resource Management. Pearson.

Gould, W. B. (2019). A Primer on American Labor Law. Cambridge University Press.

Answer : B

Psychological contracts in the workplace refer to the unspoken, informal agreements and mutual expectations between employees and employers. These contracts encompass beliefs about the reciprocal obligations between both parties, such as job security, advancement opportunities, and support from the employer, while employees are expected to demonstrate loyalty, productivity, and commitment. Psychological contracts are critical because they influence employee behavior, satisfaction, and engagement. Violations of these unwritten expectations can lead to decreased trust, job dissatisfaction, and increased turnover. Reference:

Rousseau, D. M. (1995). Psychological Contracts in Organizations: Understanding Written and Unwritten Agreements. Sage Publications.

Armstrong, M., & Taylor, S. (2020). Armstrong's Handbook of Human Resource Management Practice. Kogan Page.

Answer : C

The development of training content and delivery methods is guided by clearly defined learning objectives. Learning objectives specify what employees are expected to learn and achieve by the end of the training program. They provide a clear direction for designing the training materials, selecting appropriate instructional methods, and evaluating the effectiveness of the training. By aligning training content with specific learning objectives, organizations ensure that the training is relevant, targeted, and effective in meeting both employee and organizational needs. Reference:

Noe, R. A. (2020). Employee Training and Development. McGraw-Hill Education.

Blanchard, P. N., & Thacker, J. W. (2013). Effective Training: Systems, Strategies, and Practices. Pearson.

Answer : A

Understanding a trainee's learning style is crucial for the effectiveness of training because it allows the training to be tailored to the individual's preferred method of learning, thereby improving retention and application of the material. For instance, visual learners benefit from diagrams and videos, auditory learners from lectures and discussions, and kinesthetic learners from hands-on activities. By aligning training methods with learning styles, the overall training outcomes improve, leading to better performance and skill acquisition.

Reference

Managing Human Capital Textbook

'Training and Development for Dummies' by Elaine Biech

SHRM (Society for Human Resource Management) guidelines on training effectiveness

Answer : D

Executive Order 11246: Signed by President Lyndon B. Johnson in 1965, this order requires federal contractors to take affirmative action to ensure that equal opportunity is provided in all aspects of their employment.

Affirmative Action Plans: Contractors must develop and implement affirmative action plans to promote diversity and eliminate discrimination based on race, color, religion, sex, sexual orientation, gender identity, or national origin.

Enforcement: The Office of Federal Contract Compliance Programs (OFCCP) enforces these requirements and conducts compliance evaluations to ensure adherence.

Impact on Federal Contractors: This legislation has significantly impacted hiring practices and policies within organizations that do business with the federal government, promoting a more diverse and equitable workforce.

Executive Order 11246, Office of Federal Contract Compliance Programs (OFCCP)

Answer : C

A customary benefit refers to benefits that are traditionally offered by employers, though not legally required. Retirement plans, such as 401(k) plans or pension plans, are common examples of customary benefits. These plans provide financial security for employees in their post-working years and are often used by employers to attract and retain talent by offering long-term financial planning options.

Reference

Managing Human Capital Textbook

'Employee Benefits' by Joseph J. Martocchio

SHRM (Society for Human Resource Management) guidelines on customary benefits

Answer : A

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