[Q18-Q39] Dumps for Free WGU Managing-Human-Capital Practice Exam Questions [Dec 16, 2024]

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Dumps for Free WGU Managing-Human-Capital Practice Exam Questions [Dec 16, 2024]

Managing-Human-Capital Dumps PDF And Certification Training

QUESTION 18
How does diversity awareness improve an organization’s performance?

Enables companies to give managers flexibility in their hiring practices

Enables companies to earn more profit

Enables companies to have better reputations

Enables companies to hire, retain, and motivate the best talent

QUESTION 19
What can encourage desired behaviors from employees when implementing organizational action plans by providing key details on how well the employees are fulfilling their job duties?

Job analyses

Internal financial sheets

Job statements

Performance metrics

QUESTION 20
Which factor do unions prefer when negotiating with employers over criteria for job opportunities, such as promotions and job security?

Seniority

Education

Experience

Age

QUESTION 21
What is the primary purpose of progressive discipline?

To provide a method for managers to fairly administer performance evaluations that are free from biases

To make employees aware of performance problems using the least severe action necessary to motivate change

To ensure that the maximum corrective action is administered to correct future performance issues

To ensure that legal regulations are followed when collecting performance-based feedback

QUESTION 22
What is an example of a situational interview question?

“What have you done to successfully turn a difficult customer into a satisfied and loyal customer?”

“How have you handled a situation in which you and a coworker could not cooperate and had to get management involved?”

“Which type of leadership style do you prefer from your direct manager, and why do you prefer this style?”

“How would you handle a scenario in which you are asked to do something that goes against company policy?”

QUESTION 23
How can job design benefit an organization?

By creating positions that motivate managers to segment work into very simple elements, removing opportunities for creativity and increasing efficiency

By creating positions that enable the organization to achieve its goals while motivating employees by assigning them work based on their needs and talents

By creating positions that require consistent performance from employees, which increases the organization’s output

By creating positions that can push an employee to the highest level of output for the benefit of the organization

QUESTION 24
Which scenario illustrates how a human resources (HR) department serves as an internal consultant for managers?

An HR department selects applicants who will receive job offers without seeking a manager’s approval.

A manager informs the HR department that an employee has been late numerous times, and the HR department tells the manager to refer to the organization’s policy.

An HR department conducts background checks on newly hired employees before they report for their first day with their manager.

A manager wants to address repeated employee tardiness and gets advice from the HR department about protocol before addressing the situation.

QUESTION 25
What is an example of a customary benefit?

Workers’ compensation

Social security

Retirement plan

Unemployment insurance

QUESTION 26
What are mandatory benefits?

Benefits that are customarily provided to employees and are rarely denied

Benefits that are required by the employer to be provided to employees

Benefits that are required by law to be provided to employees

Benefits that are in high demand and attract the most desirable candidates

QUESTION 27
Which term refers to guidelines that show how to perform a task in an organization?

Rules

Codes

Procedures

Policies

QUESTION 28
What is the difference between sourcing and recruiting?

Sourcing identifies the best applicants to meet staffing goals, and recruiting takes steps to convert potential candidates into applicants.

Sourcing is a strategy to attract candidates to an employer, and recruiting is a process for making employers desire certain candidates.

Sourcing relies on interpersonal skills to attract candidates to apply for positions, and recruiting is a process for identifying talent pools.

Sourcing focuses on factors external to an employer, and recruiting focuses on factors internal to an employer.

QUESTION 29
What describes a bona fide occupational qualification under Title VII of the Civil Rights Act of 1964?

An exemption from performing essential job functions for people with specific traits

A quota for workforce diversity in government agencies and large organizations

A characteristic that is essential to the successful performance of a relevant job function

A provision that makes retaliation against whistleblowers illegal

QUESTION 30
What explains how (or the sequence of steps) to apply company guidelines to accomplish a task?

Rule

Principle

Policy

Procedure

QUESTION 31
Why is setting individual employee performance goals important to organizational success?

It replaces the need for conducting job analyses.

It helps align individual employees’ goals with the organization’s mission.

It gives employees input in the content of performance evaluations.

It standardizes performance expectations for employees across the organization.

QUESTION 32
How can job design benefit an organization?

By creating positions that enable the organization to achieve its goals while motivating employees by assigning them work based on their needs and talents

By creating positions that motivate managers to segment work into very simple elements, removing opportunities for creativity and increasing efficiency

By creating positions that can push an employee to the highest level of output for the benefit of the organization

By creating positions that require consistent performance from employees, which increases the organization’s output

QUESTION 33
Which tools are used for the employee-relations functions of human resource management (HRM)?

Performance goals and principles

Labor participation programs and employee surveys

Training and development programs

Benefits and rewards

QUESTION 34
What are employees experiencing if they are motivated by finding fulfillment in their work?

External motivation

Incentive motivation

Extrinsic motivation

Intrinsic motivation

QUESTION 35
What is the difference between adverse impact and disparate treatment?

Adverse impact provides nonneutral discriminatory effects on a protected group, whereas disparate treatment is unseen discrimination of an employment policy that ° produces negative consequences.

Disparate treatment is when a discriminatory effect impacts a protected group but is unintentional, whereas adverse impact is blatantly discriminating against a protected class.

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.

Disparate treatment is intentional discrimination based on protected characteristics, while adverse impact is where employment practices appear neutral but have a discriminatory effect.

QUESTION 36
Which act establishes a national minimum wage, overtime rules, recordkeeping requirements, and youth employment standards?

Rehabilitation Act of 1973

National Labor Relations Act of 1935

Equal Pay Act of 1963

Fair Labor Standards Act of 1938

QUESTION 37
What is an example of affirmative action in an organization?

Removing identifying information from resumes so recruiters are unaware of applicants’ backgrounds

Establishing a workforce outreach program for protected groups underrepresented in the organization

Enacting a policy that race or gender may not be criteria for hiring decisions

Including a statement in commercials that the organization has a diverse workforce

QUESTION 38
What is a characteristic of psychological contracts in the workplace?

They include formal agreements made during voluntary counseling sessions.

They consist of the unwritten expectations of the employment relationship.

They are formed to encourage positive workplace environments.

They are based on shared core values between employees and their managers.

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