Managing-Human-Capital Exam Dumps - WGU Courses and Certificates Questions and Answers

Procedural fairness in the hiring process can be increased by implementing validated selection methods that are directly related to the job requirements. This includes using standardized tests, structured interviews, and job simulations that have been scientifically proven to predict job performance. These methods ensure that all candidates are evaluated consistently and objectively based on their qualifications and abilities relevant to the job, thereby reducing biases and enhancing the perceived fairness of the selection process.

Inclusion in the workplace refers to creating an environment where all employees feel valued, respected, and have equal access to opportunities and resources. An inclusive scenario is one where team members collaborate, and everyone's ideas and contributions are considered. This encourages a sense of belonging and leverages the diverse perspectives of the entire team, leading to enhanced innovation and team performance. The given example demonstrates this by showing a department where collaboration and open sharing of ideas are practiced.

Organizational commitment is commonly categorized into affective, continuance, and normative commitment. According toHuman Resource Management, 16th Editionby Gary Dessler,continuance commitmentrefers to an employee’s attachment to an organization based on theperceived costs associated with leaving, rather than emotional attachment or moral obligation.

Employees with continuance commitment remain because they believe leaving would result in significant economic or social losses, such as loss of salary, benefits, retirement plans, seniority, or difficulty finding comparable employment. Dessler explains that this type of commitment is calculated and cost-based; employees stay not because they want to or feel they ought to, but because they feel they have to.

Close relationships and strong identification with organizational values reflect affective commitment, while moral or ethical obligation reflects normative commitment. Since the question specifically refers to continuance commitment, the correct explanation is theperceived economic or social costs of leaving.

Source:

Gary Dessler,Human Resource Management, 16th Edition, Chapter on Employee Engagement and Organizational Commitment

Customary benefits are benefits that employers commonly provide but arenot legally required. According toHuman Resource Management, 16th Editionby Gary Dessler, these benefits are offered to remain competitive in the labor market and to attract and retain employees.

Retirement plans, such as employer-sponsored pension plans or 401(k) contributions, are classic examples of customary benefits. While highly valued by employees, employers are not legally mandated to provide them. In contrast, workers’ compensation, Social Security, and unemployment insurance are mandatory benefits required by law.

Dessler explains that customary benefits allow organizations flexibility in designing compensation packages that align with their strategy and workforce needs. Thus, the correct example of a customary benefit is aretirement plan.

Source:

Gary Dessler,Human Resource Management, 16th Edition, Chapter on Employee Benefits and Total Rewards

Inclusion in the workplace refers to creating an environment where all employees feel valued, respected, and have equal access to opportunities and resources. An inclusive scenario is one where team members collaborate, and everyone's ideas and contributions are considered. This encourages a sense of belonging and leverages the diverse perspectives of the entire team, leading to enhanced innovation and team performance. The given example demonstrates this by showing a department where collaboration and open sharing of ideas are practiced.

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

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

A primary focus of global leadership training is cross-cultural collaboration. In a globalized business environment, leaders must be adept at working with diverse teams across different cultures. Training programs in this area aim to develop skills such as cultural awareness, communication, and adaptability. These skills enable leaders to effectively manage and collaborate with employees from various cultural backgrounds, fostering an inclusive and cohesive work environment that can enhance global business operations and performance.

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

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