Managing-Human-Capital WGU Managing Human Capital C202, UXC2 Questions and Answers

The manager implemented the technique of positive feedback by praising the employee for achieving monthly sales goals. Positive feedback involves recognizing and affirming good performance, which helps to reinforce desirable behaviors and motivate employees. It is a critical component of effective performance management because it not only acknowledges the employee’s efforts and achievements but also encourages them to maintain or improve their performance.

References

Managing Human Capital Textbook

"The Power of Feedback: Giving, Seeking, and Using Feedback for Performance Improvement" by Manuel London

SHRM (Society for Human Resource Management) guidelines on performance feedback

Situational interview questions are designed to assess how candidates would handle hypothetical scenarios related to the job. The question "How would you handle a scenario in which you are asked to do something that goes against company policy?" requires the candidate to demonstrate their problem-solving abilities, ethical judgment, and adherence to organizational rules. This type of question helps employers gauge a candidate's potential behavior and decision-making skills in challenging situations.

Confidentiality Breach:The manager discussing the disciplinary actions taken against another employee violates the principle of confidentiality. Disciplinary actions are private matters and should only be shared with those directly involved or authorized personnel.

Professional Ethics:According to professional ethics, particularly in HR and management, sensitive information about employees should not be disclosed to others who do not have a legitimate need to know.

Trust and Morale:Such disclosures can erode trust within the team and negatively impact morale, as employees might feel their privacy is not respected.

Legal Implications:There could be potential legal implications if the disclosed information is used improperly or causes harm to the reputation of the disciplined employee.

Definition of Staffing:Staffing encompasses a series of activities aimed at ensuring the organization has the right people in the right jobs at the right time.

Components:

Planning:Assessing current and future staffing needs based on organizational goals.

Acquiring:Recruiting and selecting candidates who fit the organizational culture and job requirements.

Deploying:Placing employees in roles where they can be most effective.

Retaining:Implementing strategies to keep talented employees engaged and committed to the organization.

Importance:Effective staffing ensures that the organization has the human capital necessary to achieve its objectives and maintain a competitive edge.

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

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.

Pay-for-performance plans link employee compensation directly to individual or organizational performance outcomes. According toHuman Resource Management, 16th Editionby Gary Dessler, a key advantage of pay-for-performance systems is that they serve as apositive reinforcement method, encouraging employees to perform at higher levels by rewarding desired behaviors and results.

Dessler explains that when employees clearly understand that superior performance leads to tangible rewards such as bonuses, incentives, or merit pay, they are more likely to align their efforts with organizational goals. This reinforcement strengthens the connection between effort and reward, increasing motivation and accountability.

Pay-for-performance does not primarily focus on tenure or knowledge alone, nor does it rely on intrinsic motivation, which comes from internal satisfaction rather than external rewards. Instead, it leverages extrinsic rewards to motivate performance improvements. Therefore, the primary advantage highlighted in human capital management literature is its role as apositive reinforcement mechanism.

Source:

Gary Dessler,Human Resource Management, 16th Edition, Chapter on Incentive Pay and Employee Motivation

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.

References

Managing Human Capital Textbook

"Training and Development for Dummies" by Elaine Biech

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

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.

References

Managing Human Capital Textbook

"Employee Benefits" by Joseph J. Martocchio

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

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.

Mandatory benefits are benefits that employers are legally required to provide to employees. According toHuman Resource Management, 16th Editionby Gary Dessler, these benefits are established by federal and state laws to protect employees’ economic security and well-being.

Examples of mandatory benefits include Social Security, unemployment insurance, workers’ compensation, and in some cases family and medical leave. Employers do not have discretion over whether to offer these benefits, as failure to comply can result in legal penalties.

Dessler distinguishes mandatory benefits from voluntary or customary benefits, which employers may offer to remain competitive or attract talent. Therefore, mandatory benefits are best defined as thoserequired by law.

Source:

Gary Dessler,Human Resource Management, 16th Edition, Chapter on Employee Benefits and Legal Compliance

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."

According toHuman Resource Management, 16th Editionby Gary Dessler, employers are legally required to report serious workplace incidents to the Occupational Safety and Health Administration (OSHA) within a specified time frame. OSHA regulations mandate that an employer must notify OSHAwithin 8 hoursof a workplace fatality or whenthree or more employees are hospitalizedas a result of a work-related incident.

This reporting requirement is part of OSHA’s broader mission to ensure safe and healthy working conditions by allowing the agency to investigate severe incidents promptly. Timely reporting enables OSHA to assess hazards, enforce safety standards, and prevent similar incidents in the future. Failure to comply with these reporting requirements can result in significant penalties and legal consequences for employers.

Dessler emphasizes that managers must be familiar with OSHA notification rules as part of their responsibility for employee safety and health. Immediate reporting reflects an organization’s commitment to legal compliance and reinforces the importance of maintaining a safe workplace. Therefore, the correct answer is8 hours.

Source:

Gary Dessler,Human Resource Management, 16th Edition, Chapter on Employee Safety and Health

Unionized workers typically enjoy more secure benefits compared to nonunionized workers, with guaranteed pensions being one of the most secure. Unions negotiate defined benefit pension plans that promise a specified monthly benefit at retirement, which is often based on factors such as salary history and years of service. These plans provide financial security for employees upon retirement and are less common in nonunionized workplaces, where defined contribution plans like 401(k)s are more prevalent.

Avoidable voluntary turnover occurs when employees voluntarily leave the organization for preventable reasons, such as dissatisfaction with pay, management, or working conditions. According toHuman Resource Management, 16th Editionby Gary Dessler, one of the most significant costs associated with avoidable voluntary turnover islost talent.

Dessler explains that when experienced and high-performing employees leave, organizations lose valuable knowledge, skills, and institutional memory. This loss can negatively affect productivity, customer relationships, team morale, and overall performance. Additionally, replacing talented employees requires recruitment, selection, onboarding, and training costs, further increasing the financial impact.

Severance pay is typically associated with involuntary turnover, while reorganization and discipline costs relate to internal restructuring or performance management processes. These are not primary costs of voluntary turnover.

Therefore, the key cost linked to avoidable voluntary turnover is theloss of skilled and experienced talent.

Source:

Gary Dessler,Human Resource Management, 16th Edition, Chapter on Employee Retention, Turnover, and Workforce Planning

Definition of Perception of Personal Loss:This refers to the feeling that one’s own opportunities or status within the organization may be threatened by certain changes or policies.

Bias Formation:When a manager believes that hiring a diverse workforce will limit future employment opportunities, this belief stems from a perception of personal loss. The manager might feel that their own prospects or advantages are at risk due to increased competition or changes in organizational priorities.

Impact on Diversity and Inclusion:Such a bias can negatively impact the organization’s diversity and inclusion efforts. It can lead to resistance against hiring diverse candidates and maintaining a homogenous workforce, which can limit the benefits that come from a diverse team.

Addressing the Bias:It is important to educate and train managers to understand the value of diversity, which includes improved problem-solving, creativity, and performance. Overcoming this bias helps create a more inclusive environment that benefits everyone in the organization.

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.

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

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.

"Organizational Behavior" by Stephen P. Robbins and Timothy A. Judge

Articles on person-organization fit from the Society for Human Resource Management (SHRM)