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WGU Managing Human Capital C202 Sample Questions (Q18-Q23):

NEW QUESTION # 18
What makes an organization a closed union shop?

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

Answer: C

Explanation:
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.References:
* Dessler, G. (2020). Human Resource Management. Pearson.
* Gould, W. B. (2019). A Primer on American Labor Law. Cambridge University Press.

NEW QUESTION # 19
What is a characteristic of psychological contracts in the workplace?

A. They include formal agreements made during voluntary counseling sessions.
B. They are based on shared core values between employees and their managers.
C. They are formed to encourage positive workplace environments.
D. They consist of the unwritten expectations of the employment relationship.

Answer: D

Explanation:
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.References:
* 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.

NEW QUESTION # 20
How can job design benefit an organization?

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

Answer: A

NEW QUESTION # 21
What is the primary purpose of progressive discipline?

A. To provide a method for managers to fairly administer performance evaluations that are free from biases
B. To ensure that legal regulations are followed when collecting performance-based feedback
C. To make employees aware of performance problems using the least severe action necessary to motivate change
D. To ensure that the maximum corrective action is administered to correct future performance issues

Answer: C

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 # 22
Which area has the main functions of staffing, health, safety, employee-management relations, rewards, benefits, training, development, and performance management?

A. Human and financial management
B. Strategic management planning
C. Human resource management
D. Succession planning

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 # 23
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