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WGU C202 Study Guide questions with correct answers
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WGU C202 Study Guide questions with correct answers
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WGU C202 Study Guide questions withcorrect answers
What \is \human \resource \management \(HRM)? \- \ANSWERS✔✔ \the \organizational \function \responsible
\for \attracting, \hiring, \developing, \rewarding, \and \retaining \talent
List \the \6 \HRM \functional \areas, \and \what \each \area \is \about \in \only \1 \sentence. \- \ANSWERS✔✔
\staffing, \performance \management, \training \and \development, \rewards \and \benefits, \health \and
\safety, \and \employee-management \relations
What \is \Staffing? \- \ANSWERS✔✔ \the \process \of \planning, \acquiring, \deploying, \and \retaining
\employees \that \enables \the \organization \to \meet \its \talent \needs
Why \is \Staffing \important? \- \ANSWERS✔✔ \It \helps \the \organization \execute \its \business \strategy
Training \and \development \- \ANSWERS✔✔ \focused \on \developing \employee \capabilities \through \formal
\and \informal \activities, \career \planning, \organizational \development, \and \legal \compliance.
What \is \the \purpose \of \Performance \Management? \- \ANSWERS✔✔ \To \align \individual \employees'
\goals \and \behaviors \with \organizational \goals \and \strategies
What \does \Performance \Management \involve? \- \ANSWERS✔✔ \Appraising \and \evaluating \past \and
\current \behaviors \and \performance, \and \providing \suggestions \for \improvement
Rewards \and \benefits \- \ANSWERS✔✔ \are \both \adequate \and \equitable \that \reward \employees \for
\their \contributions \to \organizational \goal \attainment \are \important \to \employee \motivation,
\performance, \and \retention
Health \and \safety \- \ANSWERS✔✔ \range \from \wellness, \fire \and \food \safety, \ergonomics, \injury
\management, \disaster \preparedness, \industrial \hygiene, \and \even \bullying \and \workplace \violence
,Employee \management \- \ANSWERS✔✔ \relations \determines \the \employment \rights \of \both \employers
\and \employees
In \addition \to \managing \risk, \what \are \several \other \ways \effective \HRM \systems \influence
\performance \of \an \entire \organization? \- \ANSWERS✔✔ \· \interest \rate \a \company \must \pay \to \borrow
\money
· \increase \a \company's \value \by \as \much \as \30 \percent
Explain \HRM's \role \in \executing \an \organization's \business \strategy. \- \ANSWERS✔✔ \· \Strategic \human
\resource \management \aligns \a \company's \values \and \goals \with \the \behaviors, \values, \and \goals \of
\employees \and \influences \the \strategies \of \each \of \the \firm's \human \resource \functions, \including
\staffing, \performance \management, \training \and \development, \and \compensation
· \human \resource \management \system \supporting \the \execution \of \the \business \strategy, \guided \by
\the \talent \philosophy \of \the \organization.
Strategic \risk \- \ANSWERS✔✔ \the \overall \talent \strategy, \company \culture, \ethics, \investments \in
\people, \and \the \implementation \of \change \initiatives.
Operational \risk \- \ANSWERS✔✔ \the \speed \and \the \effectiveness \of \talent \acquisition, \development \of
\employees' \skills \and \the \identification \and \retention \of \top \performers.
Financial \risk \- \ANSWERS✔✔ \compensation, \benefits, \turnover, \overtime, \and \time-to-hire \and
\indirectly \through \errors, \accidents, \delays, \and \lost \production.
Compliance \risk \- \ANSWERS✔✔ \legal \ramifications, \particularly \in \the \areas \of \diversity, \health \and
\safety, \union \relations, \whistleblowers, \and \harassment. \Because \the \acquisition, \retention, \and
\performance \of \talent \have \the \potential \to \affect \company \earnings, \organizations \must \identify \and
\manage \these \risks \through \effective \HRM.
What \are \3 \specific \ways \HR \can \support \the \organization \should \it \choose \to \shift \its \culture? \-
\ANSWERS✔✔ \· \HRM \contributes \to \this \by \posting \job \ads \that \give \a \true \sense \of \what \the \company
\values \and \by \ensuring \that \it \hires \employees \with \a \good \person-organization \fit.
, · \HRM \can \also \reward \behaviors \that \the \company \values \and \punish \those \that \are \inconsistent \with
\the \culture.
· \HRM \can \train \employees \on \the \values \of \the \organization.
Explain \2 \situations/reasons \that \managers \across \various \departments \might \seek \out \HR's \guidance?
\- \ANSWERS✔✔ \· \HRM \supports \managers \through \goals \and \processes \that \promote \employee
\participation, \commitment, \and \identification \with \the \organization.
· \HRM \can \assist \managers \with \hiring \the \right \talent \at \the \right \time \and \considering \whom \to \let \go
\of \during \layoffs.
How \can \HR \support \and \reinforce \ethical \behavior \in \the \workplace? \- \ANSWERS✔✔ \HRM \can
\support \corporate \ethics \through \the \effective \hiring \of \ethical \people \and \the \training \of \employees
\to \recognize \and \handle \both \ethical \and \unethical \situations
Virtue \- \ANSWERS✔✔ \company \valuing \honesty \that \quickly \recalls \products \that \might \be \defective \or
\dangerous.
Fairness \- \ANSWERS✔✔ \Appropriateness \of \CEO \salaries \and \bonuses \that \are \hundreds \of \times
\larger \than \the \pay \of \the \average \employee
What \are \a \few \of \the \most \common \change \initiatives \that \HR \manages? \- \ANSWERS✔✔ \· \Developing
\practices \that \support \knowledge \transfer \and \rapid \learning
· \Developing \strategies \to \retain \top \talent \and \release \poor \performers
· \Monitoring \the \new \culture \to \identify \ways \to \strengthen \it
· \Planning \for \continuous \adjustment \and \learning \throughout \the \process
In \addition \to \a \lack \of \planning, \what \other \factors \can \hinder \the \success \of \a \merger \or \acquisition?
\- \ANSWERS✔✔ \· \Culture \mismatch \is \often \blamed \as \a \cause \of \the \failure. \During \the \due \diligence
\phase, \the \cultures \of \both \organizations \need \to \be \evaluated \to \determine \their \compatibility
Explain \the \connection \between \performance \metrics, \employee \behavior, \and \the \organization's \goals.
\- \ANSWERS✔✔ \· \Resistance \to \change \is \a \real \problem \during \change \efforts. \Therefore, \adopting
\positive \behaviors \along \with \aligning \employee \goals \to \the \new \organizational \goals \is \critical.
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