WGU C202, MANAGING HUMAN CAPITAL ALL. // ACTUAL EXAM WITH QUESTIONS AND VERIFIED ANSWERS. // GRADED A+. // LATEST UPDATE 2024
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WGU C202, MANAGING HUMAN CAPITAL ALL.
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WGU C202, MANAGING HUMAN CAPITAL ALL.
WGU C202, MANAGING HUMAN CAPITAL
ALL. // ACTUAL EXAM WITH QUESTIONS
AND VERIFIED ANSWERS. // GRADED A+.
// LATEST UPDATE 2024
Compensation surveys - ANS-surveys of other organizations conducted to
learn what they are paying for specific jobs or job classes
benchmark jobs - ANS-jobs that t...
WGU C202, MANAGING HUMAN CAPITAL
ALL. // ACTUAL EXAM WITH QUESTIONS
AND VERIFIED ANSWERS. // GRADED A+.
// LATEST UPDATE 2024
Compensation surveys - ANS✔✔-surveys of other organizations conducted to
learn what they are paying for specific jobs or job classes
benchmark jobs - ANS✔✔-jobs that tend to exist across departments and across
diverse organizations allowing them to be used as a basis for compensation
comparisons
job evaluation - ANS✔✔-a systematic process that uses expert judgement to
assess differences in value between jobs
ranking methos - ANS✔✔-subjectively compares jobs to each other based on
their overall worth to the organization
job classification method - ANS✔✔-subjectively classifies jobs into an exiting
hierarchy of grades and categories
point factor method - ANS✔✔-uses a set of compensable factors to determine a
job's value. skill, resp, effort, working cond.
compensable factor - ANS✔✔-any characteristic used to provide a basis for
judging a job's value
,skills, responsibilities, effort, working conditions - ANS✔✔-Four categories of
compensable factors
Hay Group Guide Chart - Profile Method - ANS✔✔-a point-factor system is used
to produce both a profile and a point score for each position.
know how
problem solving
accountability
working conditions
Know-how, problem solving, accountability, working conditions - ANS✔✔-Hay
Group Method based on four main factors
Position Analysis Questionnaire - ANS✔✔-a structured job evaluation
questionnaire that is statistically analyzed to calculate pay rates based on how
the labor market is valuing worker characteristics. a copyrighted, standardized,
structured job analysis questionnaire. 6 sections covering 187 job elements.
job pricing - ANS✔✔-the generation of salary structures and pay levels for each
job based on the job evaluation data
single rate system, pay grades and broadbanding - ANS✔✔-Three most common
job pricing systems
pay grade (pay scale) - ANS✔✔-the range of possible pay for a group of jobs
broad banding - ANS✔✔-using very wide pay grades to increase pay flexibility
internal equity - ANS✔✔-when employees perceive their pay to be fair relative to
the pay of other jobs in the organization
employee equity - ANS✔✔-the perceived fairness of the relative pay between
employees performing similar jobs for the same organization
,external equity - ANS✔✔-when an organization's employees believe that their
pay is fair when compared to what other employers pay their employees who
perform similar jobs
comparable worth - ANS✔✔-if two jobs have equal difficulty requirements, the
pay should be the same, regardless of who fills them
wage rate compression - ANS✔✔-starting salaries for new hires exceed the
salaries paid to experienced employees
golden parachute - ANS✔✔-lucrative benefits given to executives in the event
the company is taken over
continuous performance appraisal - ANS✔✔-an ongoing performance appraisal
process that involves the employee in evaluating his or her performance and
setting performance goals and provides continuous coaching and feedback
performance improvement plan - ANS✔✔-a tool to monitor and measure an
employee's deficient work products, processes and/or behaviours to improve
performance or modify behaviour.
Facts to define prob
Obj to help emp resolve
Solutions to help emp reach obj
Actions to take if not corrected
+ overall efforts to help emp succeed
progressive discipline - ANS✔✔-using increasingly severe measures when an
employee fails to correct a deficiency after being given a reasonable opportunity
to do so
verbal, written, suspension w/o pay, discharge
Not communicating a performance plan, a lack of accountability and human
biases and errors - ANS✔✔-Three most common obstacles to effective
performance management
, performance plan - ANS✔✔-describes desired goals and results, how results will
be measured and weighted and standards will be used to evaluate results
accountability - ANS✔✔-an individual is expected to provide a regular accounting
to a superior about the results of what she or he is doing and will be held
responsible for the outcome
contrast effect - ANS✔✔-over-or under-rating someone base on a comparison
with someone else
first impression bias - ANS✔✔-initial judgements influence later assessments
recency effect - ANS✔✔-allowing recent events and performance to have a
disproportionately large influence on the rating
high potential error - ANS✔✔-confusing potential with performance
halo effect - ANS✔✔-letting one positive factor influence assessments of other
areas of behaviour or performance
horns effect - ANS✔✔-letting one negative factor influence assessments of other
areas of behaviour or performance
similar-to-me effect - ANS✔✔-giving high ratings to someone because she or he
is perceived as being similar to the rater
leniency error - ANS✔✔-all employees are given high ratings regardless of
performance
Cost-of-living adjustments - ANS✔✔-pay increases to account for a higher cost of
living in one country versus another
Housing allowance - ANS✔✔-payments to subsidize or cover housing and related
costs
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