Free Practice Questions for the WGU Courses and Certificates Managing-Human-Capital Exam (2026 Updated)

The learning level of Kirkpatrick ' s training evaluation model measures the degree to which participants have acquired the intended knowledge, skills, and attitudes based on their participation in the training. A survey is an effective tool at this level as it can assess participants ' perceptions of their learning and gather feedback on the training ' s content and delivery. Surveys can be designed to include specific questions related to the learning objectives and can provide quantitative data on the effectiveness of the training.

References

Managing Human Capital Textbook

" Evaluating Training Programs: The Four Levels " by Donald Kirkpatrick and James Kirkpatrick

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

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

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.

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.

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.

Workplace bullying is defined as repeated, unreasonable actions directed toward an employee that are intended to intimidate, degrade, or undermine them. According toHuman Resource Management, 16th Editionby Gary Dessler, bullying often involvespersistent behaviorssuch as exclusion, isolation, or deliberately withholding information necessary for an employee to perform their job.

Consistently ignoring emails and questions from one specific employee fits this definition because it represents ongoing, targeted behavior that can harm the employee’s ability to work effectively and can cause emotional distress. Dessler highlights that bullying is distinguished from occasional irritation or isolated mistakes by its repetitive and targeted nature.

An irritated tone used in response to disruptive behavior may be poor communication but does not necessarily constitute bullying. Accidentally revealing personal information is a confidentiality breach, not bullying. Documenting negative observations in a performance review is a legitimate management responsibility when done objectively and fairly.

Thus, the behavior that qualifies as workplace bullying isconsistently ignoring emails and questions from one particular employee.

Source:

Gary Dessler,Human Resource Management, 16th Edition, Chapter on Workplace Fairness and Employee Relations

Apsychological contractrefers to the informal and unwritten set of expectations that exists between an employee and the employer. According toHuman Resource Management, 16th Editionby Gary Dessler, psychological contracts include beliefs about job security, career development, fairness, recognition, and mutual obligations that are not formally stated in employment contracts.

Dessler emphasizes that psychological contracts develop over time through communication, organizational culture, and managerial behavior. When employees believe these unwritten expectations are fulfilled, trust and commitment increase. When they are violated, employees may experience dissatisfaction, reduced engagement, or withdrawal behaviors.

Psychological contracts are not formal legal agreements, nor are they created through counseling sessions. While shared values and positive environments may influence them, their defining characteristic is that they areunwritten expectationsgoverning the employment relationship. Therefore, the correct answer isthey consist of the unwritten expectations of the employment relationship.

Source:

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

Employee turnover can be classified as either avoidable or unavoidable. According toHuman Resource Management, 16th Editionby Gary Dessler,avoidable turnoveroccurs when employees leave for reasons that management can influence or control, such as dissatisfaction with pay, supervision, working conditions, or career opportunities.

Compensation issues are a common and preventable cause of voluntary turnover. Dessler notes that when employees perceive pay as unfair or uncompetitive, they are more likely to leave for better opportunities. Organizations can address this through market-based pay structures, merit increases, and transparent compensation policies.

In contrast, retirement and pursuing a new career are typically unavoidable, as they are driven by personal life stages or individual career choices beyond organizational control. Performance-related separations are usually involuntary and initiated by the employer rather than the employee.

Therefore, the cause of employee departure that an organization could have avoided iscompensation issues.

Source:

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

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)

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.

Employee retention is strongly influenced by opportunities for growth, advancement, and long-term career development. According toHuman Resource Management, 16th Editionby Gary Dessler,succession managementis a key driver of employee retention because it signals to employees that the organization is invested in their future.

Succession management involves identifying, developing, and preparing employees for future leadership or critical roles. Dessler explains that when employees see clear career paths and development opportunities within the organization, they are more likely to remain committed and less likely to seek opportunities elsewhere.

Performance metrics and competency databases are tools used to measure and manage performance and skills, but they do not directly motivate employees to stay. External sourcing focuses on hiring from outside the organization and does not contribute to retaining existing employees. Therefore, the strongest driver of employee retention among the options issuccession management.

Source:

Gary Dessler,Human Resource Management, 16th Edition, Chapter on Career Development, Succession Planning, and Retention

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.

Aclosed union shopis a workplace in which employers agree to hire and employonly workers who are already members of a union. According toHuman Resource Management, 16th Editionby Gary Dessler, this arrangement gives unions significant control over workforce entry by restricting employment exclusively to union members.

Dessler explains that closed shops were once common but are now illegal in the United States under the Taft-Hartley Act. However, understanding the concept remains important for distinguishing it from other union arrangements, such as union shops and agency shops. In contrast, a union shop allows nonunion employees to be hired but requires them to join the union after a certain period.

Options involving voluntary union membership or nonunion-only policies do not define a closed shop. Therefore, the defining feature of a closed union shop is that ithires and employs current union members exclusively.

Source:

Gary Dessler,Human Resource Management, 16th Edition, Chapter on Labor Relations and Union Structures

Disparate Treatment:This involves deliberate discrimination where an individual is treated differently based on a protected characteristic (e.g., race, gender, age).

Intentionality:The key aspect of disparate treatment is the intent to discriminate.

Adverse Impact:Also known as disparate impact, this occurs when a policy or practice that appears neutral results in a disproportionate negative effect on a protected group.

Unintentional Discrimination:Adverse impact does not require intent to discriminate, only that the outcome of a practice is discriminatory.

Legal Standards:Both concepts are critical in employment law and are evaluated under different standards of proof and remediation.

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

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. "

Organizational design involves configuring the structure of an organization to effectively achieve its goals. This includes determining the best ways to allocate resources, coordinate activities, and supervise tasks. The aim is to create an optimal organizational framework that enhances communication, improves efficiency, and supports the achievement of strategic objectives. It includes decisions about hierarchy, departmentalization, span of control, and formalization.

" Organization Design: A Guide to Building Effective Organizations " by Naomi Stanford

Harvard Business Review articles on organizational design